ing the way your Sell r wants to buy... custome Not the way you like to sell!

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Unleashing the Power of

Consultative Selling
Selling the way your customer wants to buy… Not the way you like to sell!
BY

RICHARD GREHALVA

Copyright © 2004 by Richard Grehalva All rights reserved, including the right of reproduction, in whole or in part, in any form, without the express written permission of the author. Published by: P2P People to People Communications Media Sales/Marketing

ISBN: 0-9763818-1-8 Digital www.richgrehalva.com

Patricia Louise Holmes. iii .Dedication This book is dedicated to the memory of my mother. May she rest in peace.

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my expert guide in getting my book from draft to a final product. I am grateful to the many people who have been placed in my life to teach me the many things that are contained in this book. direction in the editing. To Dan Poynter of parapublishing. In this way. v . advice. including the subtitle of this book. To Sean.com for her wonderful gifts. a few to whom I would like to express my appreciation and gratitude: To my wife. the gift of service never ends. To Shelle Rose Charvet of SuccessStrategies. was possible with the support of several people. The production of this work. who encouraged and had faith in me. my youngest son. I cannot thank her enough for her professionalism. He set a fire in me that I could write a book and now it has been realized. my first publication. To my oldest son. proofreading and even the cover design. layout. He was instrumental in reading my drafts and giving me some terrific feedback.Acknowledgements First. my biggest fan. and I thank him for believing in me. for her support through difficult times and for keeping my spirits up. Richard. who is a business major at Auburn University. I must thank God for giving me the insight of how to be of service to you. War Eagle! To Diane Mendez of Proof Plus.com whose workshop on writing and publishing I attended many years ago. This book teaches how you can be of service to your clients in bringing what they need to be of service to their clients. He was an inspiration. Scott Watson. To my friend.

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................... xv CHAPTER ONE ......19 Sales Myth Number 5 ...............................................................15 The Internet Has Changed the Way We Buy .10 Team Selling Model ................................1 Sales Myth Number 1 ...................................................................22 vii ..........................................9 Relationship Sales Model .................“Selling is an Art” .....................................................................................................................9 Problem-Solving Sales Model................................. Close and Close” ....11 Complex Sales Model ............ Persistence and Price..........................8 Product/Service Pushing through Personality...11 Sales Myth Number 3 ...................~ TABLE OF CONTENTS ~ Introduction........10 Partnering.........3 SALES MODELS ................12 Sales Myth Number 4 .............................2 Sales Myth Number 2 ....“Selling is Close...............................................10 Consultative Sales Model .....5 Sales Scripts Model ...“You can actually sell Business-to-Business B2B and Business-to-Consumer B2C” .................................Top 5 Sales Myths .......................................................“Salespeople who are ‘Good Talkers’ with a ‘Great Pitch’ win the most” .............14 Sean’s Education..........“You Think You Sell ?”.5 Closing Sales Model.........................................................................9 Value Add Sales Model........................

......27 Is the sales staff meeting quota?...............................25 How did you choose sales as a career? .............38 Learning how to maximize productivity ...34 Do we learn from the best?..................................37 Connecting the DOTS that Make up Sales Mapping .......................................28 Did it work? .............26 Where did you get your training? ......................................................................................26 What did you learn? .................44 R4 Replace......................What’s Missing? .............................................27 How did sales management solve this problem? .........................................28 What do salespeople do? ..................41 Connecting the How People Communicate DOT ...44 R3 Release .................................28 What do we look for when we hire salespeople?..29 Which Sales Model Works the Best? ................................................34 Time for a change ...........................................................31 What standards and procedures are followed? ................................................................What Is Sales Mapping? .....................CHAPTER TWO ...........................................................................33 Do we use sound sales strategies? ..........43 R1 Rapport ........45 viii ..41 Learning how people get exceptional results.....................................................................................................35 Chapter Three ..................45 R5 Remember............38 Connecting the Best Practices DOT..............43 R2 Record..........................................................................

................72 Getting into listening mode ..............51 Common Sense Language .........................................................48 Connecting the Presentation DOT.............................52 VISUAL (seeing) ...........................................................................................................................................................47 Having an action plan ..............................................................................49 Chapter Four .......68 Are You A Good Listener?.................................................Connecting the Effective Communications DOT ..............65 Why Don’t We Listen?.........................55 AUDITORY (hearing).......71 Are you missing (the) communication? ..................................................................45 Connecting the Strategy and Tactics DOT.........45 Strategy and Tactics ..........................................................................Listening With A Purpose ............56 What Language Do You Use? ............59 Body Talk ....................56 KINESTHETIC (feeling) ........67 What are the Rules for Listening? ...................57 Lost in Translation .....61 Follow My Voice....Rapport: The Foundation of Communication ..............................................................................63 Chapter Five ...........77 ix ................................................................................47 Connecting the Project Management DOT .........................................48 Letting the presentation get in the way of the message ................76 R2 Record ..................................................................................

....................116 Tactics ......................................................................77 Rapport ................88 Profitability..................Getting to the Results ..............................................78 Chapter Six ................77 My rules for me/ your rules for you ..92 Just the facts ......................................78 Push Record .................................................................................................................94 Creating the problem statement ...............86 Client retention and acquisition .....................................................................................................121 x ............109 Chapter Eight .......114 What will the competition do? .........................................82 2 “Way” to buy ........................................................................................................................................................................................Getting to the Problem ...Meet Me at the Solution Gap ...77 Take Notes ....................................................................................................114 Meet me at the “Gap” .............79 Why Do People Buy?..................89 Productivity .....................113 Past..........90 Personal ............82 1 “Want” to buy.......................................................91 Troubleshooting ....................Developing a Problem Statement.................Why am I here? ...............................................................98 Chapter Seven ..........................101 Results Statement.................. Present and Future..........................................................85 3 “Will” to make it work.................

How Do I get my client to think of me first? .........121 A. The Tactic is “Big Bad and Bold” .................122 B. The Tactic is “Change the Game”................122 C. The Tactic is “Let’s Team up…Partner” ........124 D. The Tactic is “Wait”.....................................125 Putting tactics to work ..........................................125 USP (no, not what comes in a brown truck)................126 Chapter Nine - Sales Project Management....................131 What makes a project a project? .................................132 The Core Activities of Sales Project Management ........135 Scope the Project ..................................................136 Identify Project Activities........................................137 Estimate Activity Duration .....................................138 Determine Resource Requirements ........................140 Construct and Analyze the Project Network ..........141 Recruit and Organize the Project Team..................143 Level Project Resources ..........................................145 Schedule and Document Work Packages ...............145 Monitor and Control Progress ...............................146 Close Out the Project ............................................147 Win or Lose .................................................................147 Chapter Ten - Present the Best and Outdo the Rest .....149 The Top Five Mistakes Salespeople Make.....................149 Mistake # 1 - Attitude............................................149 Mistake # 2 - No Planning.....................................150
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Mistake # 3 - Little or No Preparation....................151 Mistake # 4 - Word Presentations ..........................151 Mistake # 5 - Disconnected from Audience ...........152 What do you want me to do? .....................................153 What I need (WIN)......................................................154 Why are you in business? ............................................154 Why you are here........................................................155 Do you understand the problem? ...............................156 How will you solve the problem? ................................156 How will they know you solved the problem?.............156 What makes you different?..........................................157 A Call to Action ...........................................................157 What language are they speaking?..............................157 Graphics, Animation, Words ~ Which one do you use? ...........................................158 How do we satisfy the visual, auditory, kinesthetic people in the audience?...........................................158 Rehearse and Record ...................................................160 Chapter Eleven - Putting It All Together........................163 Meeting Your Client ....................................................166 The Interview ..............................................................167
PROBLEM STATEMENT...................................................167 RESULTS.........................................................................168 PROCESS........................................................................170 DECISION ......................................................................170 SOLUTION .....................................................................171
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Determine Your Tactics................................................172 Develop Your USP .......................................................172 Prepare Your Sales Project Plan....................................173 Present Your Solution ..................................................173 R5 Remember .............................................................174 Chapter Twelve - Make It Yours .....................................177 Stop the tape! .............................................................178

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If I see the salesperson coming towards me. but I do not like being sold. “No not really. if you put it that way. But how many salespeople know how to find out how someone wants to buy? Do they know which questions to ask? Do they know that xv . but not for other people.” is their reply. Just hearing the words rubs me the wrong way. we should sell to people in ways we would want someone to sell to us.Introduction “Sell the way you like to buy” is the answer I get in my workshops when I ask the attendees. What we mean is. “So. I do not know about you. and I make my point. I guess you are right. “Does that mean other people are motivated in the same way you are? Do they want to get the same results as you? Are they thinking they have the same problem as you? Do they want to accomplish a goal or avoid a hassle in the same way you want to?” Then they get the message. buying the way you like to buy works for you. “Are you saying people should buy the way you buy?” They answer. I like to buy the way I like to buy. “What is the best way to sell someone?” My response is.” I ask. Isn’t that right?” “Well. I want to turn around and go in the other direction.

So I created one – not because of a brainstorm. xvi . if at all? I faced the same questions in my role as a senior sales executive. since then. It has become the de facto way we sell in today’s market. I discovered our salesperson’s job description did not match what salespeople actually do! Worse yet. techniques. Sales Mapping “The process of connecting the dots and winning customers for life”® workshops were birthed. What has changed since the introduction of consultative selling? What are the tools. Consultative selling made its appearance in the 1970’s and.what is not said is just as important as what is said? Do they know the specific trigger words that motivate the customer to action? Do they know how to recognize if that person is motivated by the stick or the carrot? Do they understand how the buyer makes a decision? “Selling the way your customer wants to buy… Not the way you like to sell” is what you will discover in this breakthrough book. but out of necessity. and skills needed for a salesperson to become a top consultative sales performer? What are the top 20% of salespeople doing differently than the 80% that barely make quota. no sales system had what was needed in respect to training or techniques in one complete methodology. has gained popularity in just about every industry and service.

have more fun and improve all of your relationships. Here is what is in it for you! If you take the techniques found in this book and apply them. You will also get me as your personal coach.richgrehalva. I promise you that you will make more money.com It is best to read this book from beginning to end. Once you have done that. giving you free tips throughout the year on my website: www. What they do to achieve success was not taught or shown anywhere. you can then refer back to individual chapters to sharpen your skills. Please enjoy the book as much as I enjoyed bringing it to you. This book describes how to get the same results that the best salespeople get year after year. the reader. until now. A bold promise for sure.after many years of combining the best business processes with highly effective peak performance techniques. the latest information on what works and what does not work in a consultative selling world. xvii . This book is based on these workshops to give you. but I expect nothing but the best for you.

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➥ 80% of the total sales revenue is coming from 20% of the sales force. which fills this void. is the next generation of consultative selling for the 21st century… Sales Mapping. ➥ The willingness to buy lunch has been replaced by the ability to solve customer problems. Here are some hard facts: ➥ Order taking has been replaced by the Internet. Today. ➥ The hard close has been replaced by the strong opening. until now. we embrace a consultative type of selling.~ CHAPTER ONE ~ Top 5 Sales Myths Let’s face it – selling has changed! The formula we have used for selling is no longer effective. introduced in the 1970’s. which promotes a better understanding of the dynamics of how to sell.com 1 . as it has became predictable to businesses and consumers. Some companies say it is a 90%-10% split. What was missing. www.unleashingthepowerofconsultativeselling. then tries their closing again. ➥ Many companies report their sales force ability to meet quota is declining and is at 49% or less. People do not resist – they resent. The new-age breed will roll their eyes as the salesperson begins their close.

They realize that the person who answers the phone is just as important as the sales staff.com . 2 www. when they clearly did not have a clue about the problem? Worse yet. In fact.unleashingthepowerofconsultativeselling. listening to a salesperson with way too many Microsoft® PowerPoint slides and way too many words? Did they tell you their service or product is the solution you need. many employees within the organization are finding themselves pressed into meeting with prospective buyers or existing customers. you didn’t even answer the phone. How many presentations have you been at.The old ways of selling can be best described by the following Five Myths: Sales Myth Number 1 “You Think You Sell?” When was the last time you bought something because the salesperson sold you? How many times did you buy from a telemarketer who called your house? I bet if you had caller ID. were they boring? Did they convince you? Did they sell you? Did you buy? How many contracts have you signed because the salesperson bought you lunch or dinner? Did another supplier have a better answer to your needs at a lower price? “Everyone sells” is what more and more CEOs are proclaiming. when it come to selling the customer.

well.unleashingthepowerofconsultativeselling. Bottom Line: Buyers are already sold… by their selves! Sales Myth Number 2 “Selling is an Art” Ask a salesperson to follow a procedure. They’ll tell you.. ➥ Do their own research.) ➥ Select a service or product that will give them the results they expect. www.. you are not in the mood? I bet you would get upset if your commission check was late because someone decided not to follow the procedures. or can you skip it because . write a report. business and consumer buyers: ➥ Realize they have a problem.com 3 . “Sales is an art.” Is sales a process or is it something created for each sale? Is it okay to occasionally update the Sales Force System? Is it really necessary to update the Customer Relation Management system? Or do you get a free pass? Do you really need to follow the procedure that requires a follow-up letter going out within 24 hours.The truth is. or update the sales system. ➥ Know what is required to solve it. (The Internet is a tremendous source of information. and they will tell you they do not have time.

is it really necessary to enter this information into the commission system today? Do I really need to check to see if the correct amount was entered? After all. qualifying a lead.unleashingthepowerofconsultativeselling. The Undocumented Tragedy The first areas to look to for change are within your own sales processes: ✔ Are your procedures current? ✔ Do your procedures produce the results you expect? ✔ Are all procedures documented? ✔ Is the staff trained in their use? ✔ Do you have metrics? ✔ Do you monitor the implementation of your procedures? 4 www.com . accounting is an Art. signing a contract. preparing a proposal. interviewing the client.” If you believe any aspect of business is simply an “Art” . and managing the account. just ask the Enron CFO if that works? What is the purpose of a procedure? It’s not having to reinvent the wheel each time.What if the accountant said: “Well. developing a price. Sales is a series of processes or procedures comprised of generating a lead. delivering the product or service. but most important it is: Procedures produce predictable and repeatable results.

unleashingthepowerofconsultativeselling. For example: the salesman points to the item that he is referring to. allowing the sales force to follow their own model creates a considerable disparity of which model is working best.SALES MODELS We have no recognized standards in sales. Many sales forces use all of them. some of them. The sales script is divided into four steps: APPROACH ▼ DEMONSTRATION ▼ PROPOSITION ▼ CLOSE 1.com 5 . or some hybrid of them. APPROACH In the approach. he explains that he wants www. but we have plenty of sales models to choose from. Which ones are you using? SALES SCRIPTS MODEL This model contains instructions on not only what salespeople should say. Unfortunately. the salesperson makes no mention of the product. but also what they should do while saying it. Instead. Let’s examine some of the models that have been developed along the way and that sales trainers have been delivering.

” 6 www.unleashingthepowerofconsultativeselling. including the following: ■ Do not ask for an order. 4. in effect. he wants. Blank. Take for granted that the customer will buy. Once the proposition is clear. CLOSE This is the toughest part of the sale.com . PROPOSITION In the proposition. The goal of this stage is to schedule a demonstration of the product. 3. the salesperson describes the product for the first time and explains how it would help the customer solve business problems.to help the business person find ways to increase profit. to act as a consultant. fill it out and hand him your pen saying. he attempts to close. 2. ■ Say to him “Mr. The sales script offers a number of techniques for closing. “Just sign where I have made the cross. the salesperson carefully leads the customer up to the point of a purchase. and the salesperson feels sure the prospect realizes the value of the product and the moment seems right. what color shall I make it?” or “How soon do you want delivery?” ■ Take out your order blank. DEMONSTRATION In the demonstration.

chances are. ■ Respond to his objections and again prepare him for a signature. Avoid giving the impression to the merchant that you are trying to force him to buy. ■ Hand the pen to him in a matter-of-fact way and keep on with what you were saying. ■ Appeal to judgment.. then. The key is to prevent a prospect from feeling manipulated. www.. The sales script requires exerting pressure in a forceful. ■ Concentrate your whole force on one good.unleashingthepowerofconsultativeselling. manner. strong point. No person likes to feel he is being sold. it is the very reason why he should buy.. yet subliminal.com 7 .■ If he objects. ■ Find out the real reason why he resisted and. This will make signing the logical and obvious thing to do. find out why. get him to acknowledge that what you say is true. ■ Make the prospect feel that he is buying because of his own good judgment.

The Manual reached its maximum size at nearly 200 pages.unleashingthepowerofconsultativeselling. Elmo Lewis. Changes to the sales manual were regarded like alterations in the product—both part of an effort to constantly improve and keep up with shifting customer needs. so it would be become easier for sales representatives to master.com . called the sales manual. a Book of Arguments. who later became head of advertising. 8 www. supplemented it. it is important for the salesperson to exude confidence and honesty. an employee at Burroughs.” John Patterson. “one of the fruits of the scientific attitude towards the problem of gaining greatest efficiency in selling goods. This is not a typo – 1887! Patterson has been given credit for pioneering professional sales representatives. Eventually. St. developed the “Sales Script” model in 1887 and also introduced the sales primer for selling cash registers. which concentrated on the product being heavily emphasized. it was condensed.At the same time. E. Over the years. the sales script underwent frequent revisions. Companies also produced a more formal Sales Manual that combined the two. containing a catalog of answers to frequently asked questions. CLOSING SALES MODEL The 1950’s introduced this model. A later edition was a booklet of 56 pages. Not long after the method was introduced. a past President of NCR.

persistent and usually has a low-cost item and works on a numbers game. with repeated visits. www.Role-playing is used with students to get them to understand how to get clients or prospects to talk about the things that are important to them. PRODUCT/SERVICE PUSHING THROUGH PERSONALITY.com 9 . PROBLEM-SOLVING SALES MODEL (1960’s) Focusing on: ➲ Open-ended questions .The key elements defining the Closing Sale Model are: ✗ Presentation Skills ✗ Trial Closing ✗ Overcoming Objections ✗ Final Close This model is still in use today. usually in high-pressure sales.unleashingthepowerofconsultativeselling. RELATIONSHIP SALES MODEL ➲ The salesperson builds a relationship. ➲ The buyer and seller get to know each other on a personal and professional level. over time. PERSISTENCE AND PRICE ➲ The salesperson is tenacious. ➲ The natural born salesperson enjoys interfacing with people and usually has an engaging personality.

Price objections raised by the “Problem-Solving Sales Model” can be countered by adding additional services. as well as a solid track record in delivering proven results. ➲ The salesperson takes the information and then presents solutions. Start-ups find it difficult to compete in this type of sales model. The sale is conducted at the highest level of the company and an output is a business plan targeted at a niche within the clients’ market. adding these services to the base product/service gives a perception of the value received versus the price.Closed-ended questions require a yes or no response. CONSULTATIVE SALES MODEL (surfaced in early 1970’s) ➲ Determines how to lower the clients costs and/or ➲ Determines how to increase the client’s revenues The company requires a depth of understanding of their clients’ business. but in building a joint plan for creating an opportunity.➲ Closed-ended questions . ➲ Listening skills is a key component.unleashingthepowerofconsultativeselling. PARTNERING This model became the buzzword used by salespeople – not in creating a legal entity.com . The term 10 www. VALUE ADD SALES MODEL (appeared in late 1960’s). In this way.

COMPLEX SALES MODEL ✗ Large ticket sales ✗ Multiple decision makers ✗ Extensive coordination.partnering became highly overused and misused. The salesperson in this model must coordinate all of the activities within the organization and external to the organization.unleashingthepowerofconsultativeselling.. the Team Selling Model became increasingly more integrated into the sales model. internal politics. are they all using different ones? Bottom Line: Sales is not an art . Review the different models you are using. Clients and prospects soon tired of hearing the word.. what model does your team use? Or. both internal and external ✗ Long lead times The role of the salesperson involves taking on a strategic role in developing win themes. as examples.com 11 . TEAM SELLING MODEL Though not new. in order to win the business. Are you getting the results you expect? If you are leading a sales team. competitor analysis. and legislation. it is a process! www.

In fact. imagine the role between a pitcher. catcher and batter. ➣ What if the catcher sends a non-verbal signal for a curve ball and the pitcher throws a fastball? 12 www. of course. I have heard prospects tell a salesperson.unleashingthepowerofconsultativeselling.com . The pitcher’s role is to accept the non-verbal signal and deliver the pitch across the plate. The catcher has studied each of the opposing batters and understands which pitch will work and which one will not. The batter. He sends non-verbal signals to the pitcher. and sometimes it doesn’t. “Go ahead. The reality is that the “Pitch” works sometimes. as they plan and play the game. letting him know what kind of hit is suitable in this situation. Using a metaphor of baseball.Sales Myth Number 3 “Salespeople who are ‘Good Talkers’ with a ‘Great Pitch’ win the most” Place a salesperson in a selling situation and they are set to give you their “Pitch”. believing they will be the most effective. give me your best “Pitch”. is also receiving a set of nonverbal signals from the manager.

over time.com 13 . www. success will come some times. How many salespeople did you recognize through this example? Are you one of them? The ones with one great pitch will win once in a while but. but. because this pitcher was not aware of them. Will this pitcher succeed? Because baseball is a numbers’ game. their record will show more losses.➣ What if the catcher sends another non-verbal signal for a change-up and the pitcher throws a fastball? ➣ What if the catcher sends another non-verbal signal for a slider and the pitcher throws a fastball? The pitcher. in this example. while the other uses words to get across the plate. over time. ignored the non-verbal signals. this pitcher will lose more games than he will win! What if the manger sends a non-verbal signal for a bunt and the batter ignores the signal and continues to take full swings and strikes out? How long do you think the batter will have a job if he keeps on ignoring the non-verbal signals? What do the salesperson and pitcher have in common? One throws a baseball across the plate. Bottom Line: Salespeople can talk themselves right out of the sale.unleashingthepowerofconsultativeselling.

I have friends in the auto sales industry. what feelings do you feel? I am not slamming the car-selling profession. a few bad apples make it tough for the rest.com . Newspaper Reporters 3. Veterinarians 4. who have high standards. and are good salespeople. Doctors Four of the lowest rated were: 1. and Close” Say “Used Car Salesman” out loud and: What images do you see? What words do you hear? Or. The Gallup Organization took a poll in 2000 asking this question: “Please tell us how you would rate the honesty and ethical standards of people in these different fields?” Four of the top trusted categories chosen were: 1. However. Pharmacists 3. Nurses 2.Sales Myth Number 4 “Selling is Close. Lawyers 2. Insurance Salesmen 4. Advertising Executives 14 www. are very ethical. Close.unleashingthepowerofconsultativeselling.

and they usually have the little flags on lines all around the front. was ready to buy his first car.” Saturday morning came around and my son was eagerly anticipating finding his SUV.com 15 . “Okay. The deal his mother and I made with him was that we would match his savings and earnings to help him get the vehicle of his dreams – a Jeep Cherokee or a Toyota 4-Runner. He wanted to buy one from a used-car lot and I thought he should buy from a private party. let’s go look this weekend.” www. Sean. Sean’s Education Do some used-car salespeople still practice hard-closing techniques today? I’d like to share a personal story to help illustrate the answer. “WE DO ALL OUR OWN FINANCING. My teenage son. We went to the part of our town where the used-car lots are located. He had been saving his allowance for years and working in the summer to earn enough money to buy a car.” “NO MONEY DOWN. He insisted he was right. used-car salesmen ranked on the very bottom of the list.” and “NO OFFER REFUSED.” “SWEET DEALS. The signs say. Gallup has been taking this survey for over 20 years and. so I said.The lowest was (you guessed it): Used-Car Salesmen. The lots are on dirt. You know the ones I am talking about – every city has them. each time. some are paved.unleashingthepowerofconsultativeselling.

Of course. Smiles from this young. Sean began to ask some questions and the salesperson answered with his canned responses. but the engine made a slow painful whine. “Yes!” He took the key and tried. He asked if we would like to start it up. My son said. “Fine. I guessed that this was not the case. “Hey. “Dad. “It has been sitting for a while.” I answered. Our salesperson remarked. Well.unleashingthepowerofconsultativeselling. We stopped to look at a Jeep that my son spotted from the road.com . “My son is looking for his first car. but do not really want to stop at. which was more than he could afford. as he knew he had found The One. “He replied. I figured there was no better teacher than experience as we arrived at the used-car lot centers of higher education. I looked at Sean and asked him. how are you all doing?” He said.” My son asked for the price. he answered.These are the kind of places you drive by. ripe little puppy were a dead give-away as the salesperson approached. eating a sandwich. “I kind of guessed that as I saw the two of you coming into the lot. While the salesperson went to get his jumper cables. All we need to do is jump the battery and she will start right up. this being the first lot we had stopped at. because you dread the inevitable hard sales pitch. I like the model of 16 www.” My son and I looked inside the car that had caught his eye and it was filthy. He rushed over with anticipation. “What do you think?” Reluctantly.

” Relieved.” He then said. “Son. hungry and educated. I answered. it doesn’t start and it costs more than I have. you have learned some life-long valuable lessons today and I’m proud of you.com 17 . “Let’s go to the next lot”. the prices. let’s look in the paper and find the exact SUV that I want. “Yes this is true. Sean and I came home that Saturday afternoon tired. “Dad you were right. The script from the Gone Fishin’ movie was alive and well. “No problem.” I realized he was beginning to understand. the cars.the car but it is dirty. Sean described his day and recounted. let’s go. You see. telling him was not the key – the experience was. We left the lot and visited many more. and the different pitches. “How did it go?” I had already called her from my cell phone to relay the education and his disappointment.” The salespeople attempted an appeal to me and I would say. “He is your customer. “I have three words for you: ‘Easy monthly payments’. “Sean. I answered. He heard every close you can imagine.unleashingthepowerofconsultativeselling. it had come full circle.” Then it came. including the ever popular “Let me go talk to my manager about getting you a better price.” Yes folks. I concurred. in detail.” www. because he was inexperienced. Only thing he forgot was to give him a pen first. Sean walked in the door and my wife asked. He then turned to me and said.” the salesperson said. not me.

research notes and information from the seller.Now. did he come to his Mom and me to show us the pictures.000. contingent on everything checking out. I told Sean. He decided that another summer working.” Saturday rolled around and Sean and I traveled to see the car. After all this. as it got closer to the end of summer. etc. which shows in his permanent smile. I spoke to the seller on the phone. price. The 4-runner not only checked out. A fresh cashier’s check. combined with the matching funds from me and his mother. He narrowed it down to a Toyota 4-Runner and found the one he wanted. It was his hard-earned fortune – a little over $8. he concluded that he would need more money. drawn from his savings account. 18 www. negotiated a bit and agreed to a price.unleashingthepowerofconsultativeselling. A call to the seller confirmed the condition. We were proud of what Sean had done at 17 years of age. but was in beautiful condition. this is not the end of my story in Sean’s quest for buying the car of his dreams. you can buy it. Sean was searching for his SUV.com .00 dollars. After researching for the year and model SUV he wanted. Only then. Every night. rested in Sean’s pocket. “We will go this weekend to check the 4-Runner and. if it everything is right. would generate enough money for his SUV. Sean was so proud of himself and he loves his new vehicle.

unleashingthepowerofconsultativeselling. How did he find the Four Runner? ✘ The Internet! How did he get his research done? ✘ The Internet! Where did we get the checklist of things to check and do when you buy a used car? ✘ The Internet! How did we check to see if the 4-Runner had been in any accidents? ✘ The Internet! How did he find out the average amount of money he could expect to pay? ✘ The Internet! How did we get a map to the seller’s house? ✘ The Internet! Now. let’s look at the used-car buying experience in a slightly different light.com 19 . www.The Internet Has Changed the Way We Buy What can this story teach us? Let us explore the buying and selling process. comparing it from the Old School to the New School of selling and buying.

Have an expert check it OR Go online and get a history report on the car you are interested in. no haggling or pressure selling. Look at a kiosk for the car you are interested in. you can bid on a car.com.com or Ebay. Ask a friend or read a magazine Epinions. you can see a picture of the car. It gives you the price. read detail.com Research.com 20 www. Classified ad gives very little information.OLD SCHOOL NEW SCHOOL DIFFERENCE Used car lot Car Max No Commission every salesperson is paid a base salary.com Trust salesperson that the car had not been in an accident before. Find out what a few people know or go online and get consumer feedback from all over the country. Carfax.com . if you click on Ebay. Newspaper or classified ads Autotrader. send an email question and. Online.unleashingthepowerofconsultativeselling.

Where else has the Internet changed the sales process? Consider the following: CUSTOMER Wants to place an order OLD SCHOOL NEW SCHOOL Calls the salesperson: Goes online: • Speaks to the • finds product and salesperson and • places order places order or • Leaves voice mail or • Waits for a return call or • Schedules a time for salesperson to visit Calls the salesperson: • Speaks to the salesperson or • Leaves a voice mail and waits Goes online: • Enters order number • Clicks on tracking link and Information is provided Wants to know status of the order Wants to know if a certain item is carried by the vendor Calls the salesperson: Goes on line: • Speaks to the sales. have you changed the way you sell? www.com 21 .unleashingthepowerofconsultativeselling.• Enters item and • Clicks search person and places order or Answer provided • Leaves voice mail or • Waits for a return call or • Schedules a time for salesperson to visit Bottom Line: Selling has changed...

People sell to People 22 www. are “Must Watch TV”. buyers. Who in the White House reported?” Salespeople do not sell to an industry.com . customers. or to titles like CEO. houses don’t talk. The room became silent and all present could hear his question to Secretary Rumsfeld. Listening and observing how he works with the press is legendary. As I tuned in one day. Businesses do not sell to consumers. clients and prospects.unleashingthepowerofconsultativeselling. “That’s silly. the White house reported today…” But Secretary Rumsfeld stopped him right there and. Secretary. a member of the press in the front row raised his hand and the secretary recognized him. Businesses do not sell to businesses.Sales Myth Number 5 “You can actually sell Business-to-Business B2B and Business-to-Consumer B2C” Defense Secretary Donald Rumsfeld’s press conferences. ”Mr. the marketplace. Bush administration. under the President George W. without skipping a beat said.

instead of seeking resolution ➧ Interrupting the client ➧ Talking way too much ➧ Finishing the client’s thoughts Bottom Line: How do you measure communication? By the results you get . . .unleashingthepowerofconsultativeselling. . . How to listen How to read . It is…Words! We are taught as children: How to talk . most of our time is spent talking! Some challenges salespeople have in communications are: ➧ Poor listening skills ➧ Not realizing people have different speaking styles ➧ Not having defined the purpose for the communication ➧ Not having an outcome ➧ No common ground to begin the communication ➧ Resistance ➧ A desire to be right. . Customer Relationship Management software (CRM). . In fact. or demos. a PC. How to write How much of your day is spent reading or writing? Not as much as we spend talking. No matter the intent. www.com 23 . Sales Force Automation (SFA).Salespeople have one major tool in their toolbox and it is not a PDA.

24 www.unleashingthepowerofconsultativeselling.com .

” So I did. My formal move to sales presented itself when my boss wanted to fill the VP of Sales position. Throughout my experience in operations.~ CHAPTER TWO ~ What’s Missing? I did not start my career in sales. He said “Rich. Consequently. and I think it is time you took it over. My initial experiences consisted of managing and leading operations and delivery organizations. which began my successful and very enjoyable career in the fabulous field of sales.unleashingthepowerofconsultativeselling. www. I was the VP and General Manager of a software and services group. processes used.com 25 . morale and other relevant factors. from start-ups to Fortune 500 companies employing from six to 2000 people in several executive senior-level positions. At the time. I wanted to know what was working and what was not working. it was quite common to have existing departments or ongoing projects transferred to me. one of my first actions was to do what I have always done – dig in and perform an assessment. I have conducted business in over 20 countries. One of the first things I always did was dig in and conduct an assessment of the department. when I took charge of sales. staff. client satisfaction. you have been leading sales efforts without the title.

unleashingthepowerofconsultativeselling. • They wanted to go after the “Big Bucks”. independence and challenges. • A parent or a relative was in sales and got them a job. in college. but I have never met anyone who decided. 26 www.Following are some of the answers to my questions and the results of the research. • They liked interacting with people. Some of the answers I heard were: • Getting into sales was a way of entering the job market. • They were working in operations and decided to become full-time sales. Where did you get your training? Some of the answers were: • They were a natural. that this would be their major or lifelong career choice. • Attended a seminar or workshop. • Read a book.com . • Attended the company’s training program. • They worked with an experienced salesperson who taught them. How did you choose sales as a career? The answers varied. • They liked the travel.

com 27 . Every year.) www.What did you learn? • Cold calling • Questioning • Qualifying • Overcoming objections • Closing techniques When I asked what they did on their own to improve their selling skills.unleashingthepowerofconsultativeselling. Sales management was all too familiar with this problem. Is the sales staff meeting quota? The short answer was no. The quota attainment bell curve shows how the sales force did and reveals: • The poor performers. and • The few star performers who consistently exceed their quota (which. or close to it. when the quota numbers were getting set. • The low to middle of the road performers. only a few had done anything to better themselves in their profession. are generally the same ones every year. • The few sales reps that make or exceed quota slightly. by the way. How could that be? It came as no surprise that 80 percent of all sales revenues were generated from 20 percent of the sales force. they would struggle with how high or low to set the number. but the annual revenue was being met.

Did it work? No. travel awards and additional training.unleashingthepowerofconsultativeselling.How did sales management solve this problem? Sales management attempted many programs to get the sales staff to achieve their quota. but I am sure you recognize some of the typical requirements we see in just about all sales job descriptions. What do we look for when we hire salespeople? The position descriptions contained skills and traits that included: • Excellent communicator.com . these short-term programs failed to deliver the results the management team desired. 28 www. Programs implemented were additional financial rewards. verbal and written • Must be comfortable selling to the CXO level • Must develop and maintain a pipeline • Will be required to update and maintain all sales systems and databases • Experienced in presenting solutions • Consultative selling a plus • Ability to travel This is just a short list. motivational speakers.

competitive.Adept at analysis – breaking down the parts and understanding how to accomplish the client’s objectives. A good consultant is adept and experienced with people and people issues. problem solving and group dynamics. resolving disputes. and ensuring that all documents are completed on time. Consultant . they have the expertise to apply tools and techniques to resolve process problems and can advise and facilitate an organization’s improvement efforts. Analyst . They accept responsibility for day-to-day coordination of internal activities and client contact.This is one of the skills that separates the best from the rest. technical.What do salespeople do? There is a major mismatch between the job description and what the sales staff actually does. legal. establishing contacts.unleashingthepowerofconsultativeselling.Working with clients. www. They comply with plans and strategy for scheduling meetings. financial.Understands how to establish rapport. They are knowledgeable in process improvement. and operational. Project Manager . Here are the many roles they perform: Excellent Communicator . Examples are strategic. Possesses tremendous listening skills and asks great questions.com 29 .

Speaker/Presenter . and shepherd. each with their own viewpoints and objectives. freight and payment terms. opinions and attitudes of people. but does not dictate what will happen. compromising) involving a buyer and seller. they influence and guide the direction.They perform the bargaining process (planning. conductor. asking questions. seeking to reach a mutually satisfactory agreement on all phases of a procurement transaction. technical and quality requirements. Facilitator . providing ideas. Leader . but they are not subject-matter experts of the content being facilitated. on target. They fulfill their role by listening. director. Negotiator .unleashingthepowerofconsultativeselling. pioneer. Most of all. 30 www. In this role. Leaders are concerned with doing the right thing. leaders are good communicators and satisfy the needs of both individuals and groups. service. and identifying possible resources. actions. pilot. they are engaging and keep the attendant’s attention. analyzing.com . suggesting alternatives. with a clear message.Acts as a guide. reviewing.Helps members of a group conduct a meeting in an efficient and effective way. Their presentations bring the audience useful information. including price. specifications.The best salespeople have a unique set of skills for public speaking. Facilitators assist with the process. In addition to being good planners and decision makers.

Eighty percent of the salespeople rely on one or two responses to objections.They ensure that processes and procedures are followed. while the top performers have many to choose from. introduced in 1887. • How do you introduce your product or service? • Do you have an opening statement? • How do you respond to an objection? You use a script! What is a script? A script is a well-thought-out. The Script got a bad name. The best salespeople have multiple scripts they choose from.unleashingthepowerofconsultativeselling. they just do not like to admit it. www.” SALES SCRIPTS This model. still has a place in selling today. Which Sales Model Works the Best? The question is: Which sales model is used by the top sales performers that deliver? They use parts of many of the models to create a hybrid of “Consultative Selling.com 31 . rehearsed statement that best communicates a response to a prospect’s or client’s question or concern. Everyone uses a script. depending on the topic.Operations . because it brings up those annoying telemarketing calls to your home. They are responsible for quality control involving all outgoing communication.

unleashingthepowerofconsultativeselling. Questions are not just the opened and closed variety. the salesperson understands their product/service and how it can be applied to solve their client’s problems.com .” based in taking parts 32 www. the internal organization will remark at how well the top salespeople work at getting the team to respond to their request for their client. What is the best model to use? The answer is: a “Best Practices Consultative Sales Model. they are focused on eliciting the specific criteria used by the client for identifying the problem and the result they are seeking.CLOSING SALES MODEL Acting as a consultant. PROBLEM SOLVING SALES MODEL Questioning and listening techniques. TEAM SELLING A must for today’s climate. RELATIONSHIP SELLING This method can be summed up in one word… Trust. Clients view this approach favorably. It could be in preparing a proposal or presentation or assisting in meeting a client’s requirement. several services or products are submitted as the solution. VALUE ADD MODEL Because the seller is often proposing answers to problems. rather. Over and over.

there were little or no consequences if they were not followed. What standards and procedures are followed? Having managed information technology groups in the past. serious consequences can occur. when there were procedures.com 33 . you have a process or procedure. How do you get to a Best Practice? First. www. It has to be followed and then you can learn from what works and what doesn’t work. I cannot imagine developing a software application without programming language standards or development methodology standards. Basically. Some of the processes used are: • Collecting requirements • Developing a design • Creating test scripts • Quality control checkpoints • Communication interventions at each critical step • Implementation standards • Project Management If these are not followed repeatedly. What I found in the sales organization were some or no procedures relevant to improving the overall process: no quality control. making the process better and better.unleashingthepowerofconsultativeselling.from many models. some structured reviews and little or no reviews of wins or losses to improve the overall process.

I knew if I could raise their overall performance by 50 percent or better. I have a meeting set up. or slightly above. I did not worry about the top performers.Do we use sound sales strategies? This is what I heard when I asked. I had not really done anything formally to replicate what the best sellers did differently than the rest of the team selling the same thing. “What is our strategy for winning?” They need us.unleashingthepowerofconsultativeselling. I am waiting for them to call me.com . 34 www. Asking what the tactics were for winning generated basically the same answers. And my favorite: They like me. So. Do we learn from the best? I struggled as I reviewed the performance of each member of the team. My objective was to raise the performance of the salespeople who were close to quota. at quota. I knew that 80 percent of our revenue came from 20 percent of our sales force. We can discount lower than our competitor. we would be wildly successful. because they consistently delivered.

create procedure. and develop training sessions.unleashingthepowerofconsultativeselling.com 35 . I knew that if I could determine what the top 20 percent of sellers were doing.Time for a change Because of the experience I had in developing operational processes. develop processes. document it. I could get the same results. I knew it was possible to replicate the processes used by the best.” The following are a few examples of the questions I had: ➥ What did the top 20 percent of salespeople do differently than the rest? ➥ What processes did they use? ➥ What procedures do the most successful organizations use? ➥ What tools or methodologies work best? ➥ What are the best peak performance techniques that work? ➥ Why doesn’t training work? ➥ What are the traits and skills the top salespeople have? ➥ How do I hire the best? www. The question was “How?” This began my search to answer the “How.

unleashingthepowerofconsultativeselling.36 www.com .

www. versus selling to a “Client” for whom the salesperson takes responsibility for guiding and advising by taking on a stewardship role. What’s the difference? Selling to a “Customer” is a transaction relationship involving an exchange of goods for money. and developed a system for selling today’s market. emphasizing the role of the salesperson as consultant.unleashingthepowerofconsultativeselling. The salesperson assists the buyer in identifying needs and securing measurable results. Once I combined all the techniques. processes.~ CHAPTER THREE ~ What Is Sales Mapping? “Why did I create Sales Mapping?” Because I could not find an existing system that connected all of the dots. Sales Mapping is focused on helping the client achieve strategic short.com 37 . the goal was to develop a model that was easy to learn and easy to use. building a relationship leading to repeat business. skills and patterns of the best sellers. It is an approach to personal selling. combined it with the very best peak performance techniques. The emphasis is on a Client not on a Customer. roles.and long-term goals through the use of their products or services. thus. I took what I had learned running operational units that delivered products and services.

unleashingthepowerofconsultativeselling. after training. I had to find out more because I was running a claims processing department at the time and we received 50. the reason they are part of the Sales Mapping method. how I discovered them and why they work. But the question remains – how? I read an article in Business Week about a training method called Landamatics. backlogs developed and the results were 38 www. Learning how to maximize productivity Is it possible to take a complex procedure or process and break it down into simpler terms while teaching people to improve their performance? The answer is yes. but what really caught my attention was how the trainees were taught the processes using the Landamatics technique and how.com . If we did not process all of the incoming claims in a timely manner. they reached the performance levels of the experts. Connecting the DOTS that Make up Sales Mapping Following are some of the core elements.000 claims a day.I trademarked this best practices consultative selling methodology as Sales Mapping “The Process of Connecting the Dots and Winning Customers for Life”®. The article reported Allstate’s claim processing operation had improved productivity by 75% and quality by 90%. This was impressive. Most importantly.

What I needed to do. ■ Based on the condition. Simple enough. screws and bolts left over. I was interested in knowing how the Landamatics technique worked. I learned that Landamatics was named after Lev Landa. I thought. This is called an algorithm. I was accountable for making sure that did not happen so. If you bypass the algorithm. Did you ever put together a toy or a piece of furniture? You get instructions with illustrations and steps numbered in sequential order.unleashingthepowerofconsultativeselling. believe me. was find out what steps the best experts followed.com 39 . It is the most expedient way of assembling the product. according to the book. Here are the highlights of what I learned about complicated procedures: ■ They are broken down into smaller steps. but the book provided a warning. ■ These steps meet conditions. or ■ Moving to a new step or back to a previous one. Algorithmization in Learning and Instruction. a decision point is reached. Finding out how www. ■ Which results in the procedure being completed. who founded this methodology. read it and studied it. He had published a book. I bought the book.disastrous. you might be one of those people who have various parts.

they confirmed that. which was observation. people find shortcuts to get to the same outcome or result. I then gave some trainees brief instructions and provided them with the algorithm and a test set of claims to process.people perform exceptionally well would not be simple. I brought in my experts. After formal training. though surprised. What I learned from the experts was: 1. and asking questions. 40 www. one at a time. Our training class had consisted of two weeks. yes. I developed an algorithm of the procedures that the top sellers had been following. They were just short of the productivity metrics of the experts. and asked them: “Why are you one of the best performers?” The number one answer: “I don’t know.com . The results were amazing. Observing and asking questions were the keys to uncovering the answer. until then.unleashingthepowerofconsultativeselling. Once they are satisfied with the process and the results. I just do it. recording what I found. This is done through a trial and error process. 2.” So I followed what Landa called for. with only 30 minutes of instructions. I showed it to them and. that was it. this becomes the procedure they use to get predicable and repeatable results. 3.

and building algorithms. and Grinder. could this be done for other applications? The answer is yes. Ph. if you wanted to know how to teach a particular skill or concept. The modeling process they used uncovered important elements and processes that people advance through. with the idea of being able to duplicate the behavior.com 41 . why they do it. and John Grinder. and the technology is called Neurolinguistic Programming (NLP).unleashingthepowerofconsultativeselling. Then you would ask him or her numerous questions about what they do.D. a linguist. an information scientist. For example. Ph. developed by Richard Bandler. Bandler. you would first find someone who does it extremely well. www. by observing. were interested in how people influence one another. what works and what doesn’t. You can replicate it and get the same results.D.Connecting the Best Practices DOT: Find out how the experts perform a procedure. Learning how people get exceptional results If it is possible to get the same results as experts do. so I knew this would work. asking questions. Wow! These were the same principles I had used earlier with Landamatics. Sales Mapping took the best parts from many sales models and found the best procedures for developing the next generation of consultative selling.

no matter which country or culture I was in. written by Shelle Rose Charvet also sparked my interest and. I contacted her. Consequently. salespeople and mangers on using the powerful Language and Behavior Profile (LAB) tools. so I completed the Practitioner courses. all merging to unlock the secrets of highly effective communication. I was so impressed with the results. Words That Change Minds. Science Digest said.com . I discovered that I was able to communicate on a much different level and could talk to people in their own speaking styles. I had my wife join me at a three-day training workshop to improve communications.What made their approach different was their use of technology from linguistics and information science. after which I discovered tremendous personal success with my communication in working with all types of people.unleashingthepowerofconsultativeselling. after reading this outstanding book on how people are motivated. combined with insights from behavioral psychology and general systems theory. project managers. My relationships improved dramatically – personally and professionally. 42 www. I asked her to train my consultants. sales cycles were shortened and management briefings were much more effective. “NLP could be the most important synthesis of knowledge about human communications to emerge since the sixties.” I sincerely wanted to understand this technology.

because it helps to establish . Trust! Without trust. To make it easier to use and remember.” There are 10 ways to get into rapport with Sales Mapping. I wanted to come up with a simple but powerful technique for bundling the key communication concepts in a way people could use them to get the same powerful results. The skills needed to influence.unleashingthepowerofconsultativeselling.com 43 . Many sales models and books talk about the importance of rapport. R5 represents Rapport. Release. you will face enormous difficulties in your relationships. all starting with the letter R. persuade and motivate people are found in each part! Following are the skills contained in the R5 communication model: R1 Rapport Rapport is core to having and maintaining meaningful communications. . there are 5 parts. . Replace and Remember. www. Sales Mapping uses the best information known to a few in teaching the skills that will create long-lasting relationships.Connecting the How People Communicate DOT: The difference between losers and winners…is mastering effective communications. Record. but information is missing on “How to get into rapport” and “How to know when you have it. Most people are aware of only one or two.

when they do not know what problem the client is having or the results they expect. I was asked to speak to a group of salespeople and I asked. It is about capturing the most important non-verbal and verbal patterns and information. not the problem. not the problem.unleashingthepowerofconsultativeselling. too often. and how they make decisions. their criteria of what is important. you get the answer not the problem. how they like to receive information.com .R2 Record Listening is just like pushing record on a tape recorder. too many salespeople want to present a solution.” That’s the answer. “What is the problem?” The reply was. Worse yet. The key is asking the right questions.” That is the answer. These patterns reveal a person’s motivational preferences. “We need to motivate our staff to get more sales. You get one question to ask that gets to the problem … every time! 44 www. “We need new software. I asked a prospect: “What problem are you having?” He replied. R3 Release People want to tell you the problem but. It is not about talking.

is an answer. Strategy and Tactics Problem solving comes from understanding the client’s problem and the consequences from that problem. Art of War.” Sales Mapping tracks: “How People buy. Understanding strategy was best taught by Chinese military man. which.” How do you get to a Best Practice? First.unleashingthepowerofconsultativeselling. while making the process better and better. R5 Remember Customer Relationship Systems track: “What a customer bought. It has to be followed. over www. and then you can learn from what works and what doesn’t work.R4 Replace “What is the point of selling a solution when you do not know what problem you are solving?” In “Release” we have the problem and in “Replace” we are providing a solution. Sun Tzu. Connecting the Effective Communications DOT: The R5 model is a powerful and career-changing communication tool.com 45 . by definition. Once it is learned. you have a process or procedure. A step-by-step system for doing this is contained in the Sales Mapping system. you can develop your strategy and tactics. Only then can a solution be developed. who wrote his book.

The information contained in the 13 short chapters is wisdom that does not ever go out of style.com . “What are you going to do for us in solving our problem?” What would you say? Sales Mapping gives you a process to answer this question and. I highly recommend this book to everyone. The importance of understanding tactics. the final decision maker. they want to know what you are going to do for them. Sales Mapping gives you four tactics to pick from and explains how to use each one.2. Clients see their problems as unique and so must you. Salespeople see strategy and tactics with blinders on. you only need to “get” everything these two gurus have written. in a chance meeting in the elevator and he asked you. They do very little in the way of developing an approach and executing a plan that gets the client what they need. it will set you apart from your competition.unleashingthepowerofconsultativeselling. What if you met your prospect’s boss. Clients are really not interested in what you did for the other guy. competition. 46 www. which in turns gets the salesperson what he wants. can be found in Bottom-Up Marketing by Al Ries and Jack Tout. When it comes to marketing. as a bonus.500 years ago. They make it very clear that tactics can drive an overall strategy. leading and winning. You can learn a great deal about flexibility. associated with successful strategy in modern times.

www. All these elements are interrelated.unleashingthepowerofconsultativeselling. money and. managed by them. All must be managed together if the project and the project manager are to be a success. time. It is a process that enables you to competitor-proof your bid. ✔ Resources . Having an action plan A sales project requires four basic elements: resources. No.People. scope.Costs. contingencies.Project size. and a few actually have a plan. I do not mean in their head. most importantly.Task durations. distributed. The good news is that project management is well documented and standards do exist. but one that is documented. critical path ✔ Money . followed and.com 47 . most importantly. equipment. profit ✔ Scope . What has been missing is a project management approach in sales. dependencies. material ✔ Time . goals. requirements Where are we in the sale? What is our next step? Who is working on the proposal? What are the keys to winning? What are we delivering and when? What is our plan? These are just some of the questions salespeople are asked. Each must be managed effectively.Connecting the Strategy and Tactics DOT: Sales Mapping gives you the steps for using strategy and tactics.

Letting the presentation get in the way of the message Salespeople devote tremendous amounts of time and energy in creating compelling presentations. Presentations. communicating and delivering the needs of your client.com . How much do they remember – maybe half? Salespeople follow the 80/20 rule. It is their security blanket. The big problem with this method is that hardly anyone remembers what they heard. if poorly planned. “What’s in it for the customer?” “How will this solve their problem?” “Will they get the results they want?” Your competitors are doing the exact same thing – giving the same kind of presentations and making the same arguments. and they do not want to give it up. is boring. What’s missing is. Salespeople hate to hear this. as the presentation is the hammer in their sales toolbox. their comfort zone. They miss the non-verbal signals. Eighty-percent of talking about their company and its solutions and why they are the best fit. are largely a waste of time. Many salespeople lose it at the presentation. even one that includes multimedia elements. They do not put enough 48 www.Connecting the Project Management DOT: A sales project management system for tracking.unleashingthepowerofconsultativeselling. The problem is. The salesperson attempts to teach by telling. Giving a lecture. most of this is lost on prospects or clients.

. for the right reason.unleashingthepowerofconsultativeselling. An effective presentation is built on these elements: Planning . this is what you must be.... Rehearsing .. Action . The skills involved should be the same as a professional speaker because.. This is a waste of the client’s time and theirs. Content . in sales.com 49 .effort into it or do not have a plan. SUMMARY: Sales Mapping is Connecting the dots of: Best practices to Communication skills to Strategy and Tactics to Sales Project Management to Presentation www... resulting in the right action being taken. Connecting the Presentation DOT: Planning and delivering a well-structured presentation at the right time. Follow-up These are the ingredients of success. Salespeople see a presentation as a meeting without any preplanned actions.

50 www.com .unleashingthepowerofconsultativeselling.

✔ Bottom line…you lose the deal! How do you get into rapport? Well. “Rapport is the primary basis for all successful communication. ✔ Information needed to prepare a proposal is hard to get (if you get it at all).” First.Rapport. “Finding out what you have in common with the other person.” What happens when trust does not exist between you and the client? ✔ Phone calls are not returned.” Wow! This is a very powerful definition. you will answer the question by. Rapport is defined as: “A state of mutual trust and respect existing between two or more people. make an effort to find out if the person you’re interacting with has any of the following in common with you: www.” Why? Because it creates: “A state of mutual trust and respect existing between two or more people.unleashingthepowerofconsultativeselling.~ CHAPTER FOUR ~ Rapport: The Foundation of Communication So let’s get started in understanding R1 . Rapport is the primary basis for all successful communication.com 51 . if you are like most of my workshop attendees. ✔ Difficult demands are made in price and proposal delivery.

sound and touch. “Are they just like you?” The answer is “Yes”. where you grew up or lived. ✔ Hobbies you are interested in. but this is very important in gaining rapport.” you are communicating by 52 www. Why is finding out what we have in common so important? Think of what you like about a very good friend. within a few minutes. This is not the only thing. “Show me what you are talking about. Do you like the same things? Do you like the same hobbies? Now answer this question as honestly as you can. we decide if we like them or not.✔ People you might know inside and outside of business. but primarily through sight. People buy from people they like. ✔ Restaurants frequented. ✔ Industry or trade associations you belong to. If you say. ✔ Geographic location. We like them because they are just like us. We tend to trust those who like the same things we do. We all have experienced meeting new people and. ✔ Family members.com .unleashingthepowerofconsultativeselling. Common Sense Language People process information using their five senses. Why is that? Because we are deciding if they are just like us. versus those who do not.

“Sounds good to me. My wife tends to be more hearing or auditory while I tend to be more seeing or visual. In the language of senses.” and I respond. depending on the situation and. I did not hear it and she did not see it. She says. I was once presenting to a client who said. “You have not heard a thing I said. we can hear a sound but we cannot make out the picture or feeling.” We are both right. this also happens.using pictures in a seeing or “Visual” channel. Why is this important? Have you ever tried to tune your radio to a specific channel and the reception was not clear? You can hear sounds but you cannot make them out? We all have different channels we use. If you say.” you are communicating in a feeling or “Kinesthetic” channel. “Tell me what you are proposing again and how your solution will sound better to my team versus your competition. just like the radio example.” www.com 53 . How many of us are guilty of trying to help someone who is from another country by talking slowly and loud when answering a question? No matter how much we raise our voice. Guess what? Neither of us got the result we wanted from this conversation. “You have not seen anything I have shown you.” you are communicating in a hearing or “Auditory” channel. If you say.unleashingthepowerofconsultativeselling. “That does not feel right to me. they still will not understand us.

“let me show you. “I drew him diagrams showing him the big picture.” I replied. by drawing a picture on the white board of what we can bring to you. how did it go?” I said.“Tell you. Words are coming out of our mouths. “Well. We may be speaking the same language. it just did not click for me. I do not see us getting the deal without more work.com .” How many seeing or visual words did you see? Bonus points if you picked “big picture”. but we are not always tuned to the same channel.” Review my prospect’s language. What do you think happened when the prospect was asked by his team how the presentation went with me? He replied. 54 www. Answering the following questionnaire will give you an idea of which channels you prefer. “He never really told me how his proposed solution was the right answer for us. but the intention of our communication is lost. but he just did not understand. focusing on our solution to your team’s problem and clearing up any questions that you might have about my company versus the competition.” What are the hearing words in his response? Extra points if you said click. I went back and my team asked.unleashingthepowerofconsultativeselling. What language is he communicating in? What about my language? His was much more hearing or auditory while mine was much more seeing or visual.

Circle all that apply in each section: VISUAL (seeing) 1. 2.Which is better to have? See Rule Number 1. 4.Can you be any combination? Yes. I like to explain things by drawing a picture of what I mean. Rule Number 4 . I prefer learning to use a computer or a new application by first watching someone. Rule Number 5 .Can you be all three: Auditory. When giving or getting directions I like to describe the landmarks that will be seen. I will create a picture in my mind or go back to one I know. I like to use it. a few rules: Rule Number 1 . when I am listening to someone. Rule Number 3 . If a white board or flip chart is available. Rule Number 6 .com 55 . 5.There is no right or wrong answer.You can and will have multiple choices.unleashingthepowerofconsultativeselling.Can you favor one over another? Yes.Before you begin. Rule Number 2 . 3. www. Some people have more than one way of processing information. Visual and Kinesthetic? Yes.

I process information by hearing details and statistics.com . 2. I may repeat to myself internally or out loud what has just been said. I listen and can remember the details of what has been said. 3. I prefer to learn to work on a computer or a new application by just getting started and asking questions if I get stuck. or get involved in sports than watch TV or read a book or magazine. I prefer to hear how to use the computer or new applications by listening to the steps and “how-to’s” . I am a doer. words come and go because I listen more for the feeling behind the words. When asking or giving directions I want to be pointed to the right direction and I will get a sense of how to get there. KINESTHETIC (feeling) 1. I would rather take a walk. I find that when I’m in a meeting. 2. I want to get the street name and distances. 4. 4. exercise. When getting or giving directions I want to hear how to get there. 3. 5.AUDITORY (hearing) 1. 5. Now add up how many you have for each channel: _____Visual 56 _____ Auditory _____ Kinesthetic www.unleashingthepowerofconsultativeselling.

Kinesthetic (feeling) people appear relaxed and speak slowly with pauses in between phrases. You take detailed notes and appear to be very quiet as compared to the rest of the group. Auditory (hearing) people talk slower so they can hear their words.unleashingthepowerofconsultativeselling. and shapes and. this is what each channel represents. or did you like one and not the others? So what does all this mean? Depending on the topic or situation. colors. Visuals (seeing) people need to see the whole picture. You see in pictures. You like to hear all of the facts and get the detailed information. www. If one is not there. To illustrate my point. it shows that you process information more quickly and understand it better using certain channels.com 57 . tones and sounds. you create a picture of what it would look like. You talk fast and many times use your hands to help show people what you are talking about. so it can resonate with you and help you grasp my meaning. You make decisions based on a gut feel. often you go back in your mind’s eye to recall a picture.What Language Do You Use? Which language do you favor? Did you discover that you like all of them but one a little bit more. as people talk to you.

unleashingthepowerofconsultativeselling.com .The following is a sample list from each language. VISUAL See Appear Focused Mental image Hazy AUDITORY Listen Hear Deaf Rings a bell Manner of Speaking State your purpose Harmonize Describe in detail Hidden message Manner of speaking Unheard of Well informed Voiced an opinion Rings a bell Be heard Resonate Loud and clear Tune in/out Word for word KINESTHETIC Touch Grasp Catch on Sharp as a tack Pull some strings Not following you Make contact Hang in there Come to grips with Slip through Get a handle on Concrete Pain in the neck Slipped my mind Tap into Throw out Know how Catch on Boils down to Dim view Foggy Crystal clear Imagine See to it Tunnel vision Dim view Plainly see Get a perspective Illuminate Reveal Clear cut Twinkle Shortsighted 58 www.

prices. and quickly. We may have talked ourselves out of it or failed to show them the vision or let them touch the product. etc. here is an example in translation. requirements. I want to hire an interior decorator. problems. will get you into rapport at a deeper level. not hear it?” www. Because we speak in the language we favor. whether it is visual. results. Lost in Translation We sometimes lose so much in translation that we do not realize we are losing a potential client. Every foreign language has a richness of describing and communicating situations. simply because we did not know another language existed.” “Why?” I asked.” I replied. auditory or kinesthetic. and. events.Learning to speak in another person’s language. I have been blessed by traveling and working in over 20 countries. She answered.com 59 . “Rich. “Don’t you see a vision. Both of you benefit because you are communicating in the language in which they prefer to process information.unleashingthepowerofconsultativeselling. My wife and I were driving home from dinner one night and she said to me. On a personal note. we miss all of the cues. I always found that if I attempt to speak another person’s language. “Because I want her to hear my vision. they smile. not only do they help me. but our relationship improves.

at times. and it was not always productive. In fact. 60 www. Often she will say. auditory and kinesthetic world. auditory and kinesthetic bases with that last paragraph.We both laughed because we understand each other’s language. I have to draw you a picture. because you are revealing what you intend to communicate in a language others use to process information. Imagine the difference you can make in your own professional and personal relationships with the knowledge you have just gained? Using these communication techniques gives you the ability to have your message received clear as a bell. she calls them word pictures. need to remember to tell her.” And I. Whew! Hope I covered all my visual. of course. We got results from our communication that neither of us intended. But results we got. our relationship. It allows your audience to catch on and have a concrete understanding of the point you are trying to make. Carefully listen to words. because she prefers to hear the words. voice patterns and body movements of the person you are communicating with. because the big picture will not do. “Oh yeah. but to give her the details.com . not to show her. She cannot see the vision. suffered. no matter how much time I take drawing her pictures.unleashingthepowerofconsultativeselling. Before we both learned about the different languages of the visual.

Start speaking in their language and observe the results. it becomes much easier. watch their bodies. Is this right?” Based on their answer. you will know if you chose the wrong words and which channel you should use with them. You must now speak in the language they prefer. Body Talk If you pay attention to two people deep in conversation (I do not want you to listen in). using auditory words and phrases. If the couple is having a disagreewww.com 61 . then kinesthetic. OR. OR. Try saying: “My guess is that you would prefer to get information from me that (insert one of the following: shows you. details information along with specifications in writing. with practice. allows you to test drive to get a feeling) of how our service/product will provide the results you are seeking. but not exactly. do this exercise with them.unleashingthepowerofconsultativeselling. you will find it difficult at first but. If you have someone in your office who has a different language preference. They can help you with their language and you can help them with yours. If they are having a good conversation they will match their positions closely.Listen and observe and decide which language you think they are using. If you think you know the language they are using … test it. and finally visual. A good way to practice this is to use your standard presentation and go through it completely. Just like learning a foreign language.

once you get into 62 www. All of this is done without thinking about it. Interesting to note that.ment. “I’ll take my coat off. we begin to match closely how they are sitting or where their hands are placed. What do you do if you go into a meeting and your prospect takes off his coat? I bet you think. like Larry King. so guess what we ended up doing? Our policy matched whatever the client’s was. It cannot be something that has been rehearsed or staged but must be live.unleashingthepowerofconsultativeselling. They often set up two chairs facing one another and have their guest sit in one with the interviewer in the other. One person may sit back while the other person may move in. Watch their bodies as the interview progresses and observe how they match each other closely. such as The Today Show. this is something your body will do naturally. watch their bodies do the opposite. as we get into rapport with someone. Turn the sound up and see if they appear to be in rapport. Remember. The idea is to mirror or match the person you are communicating with and to do it quickly. The morning programs. We struggled a bit with our dress code. are also good examples of watching an interview.” Why? Because you want to match them. Turn on your TV and make sure to turn the sound off and watch an interview. I remember going to meetings before business casual became more of the rule than the exception.com .

Pay attention to what happens to you naturally. Practice with your friends and family first and then use a mirror and match your prospects and clients. and the other person will wonder why you are doing exactly what they do. Of course. At first just pay attention to those around you and observe what happens. tone. tempo. And just like mirroring the body. you can do this with your voice as well. you match other people’s voice.unleashingthepowerofconsultativeselling. Just like matching the body. if you do this exactly.com 63 . it is important not to do exactly what they do. I am talking loud too! Sometimes without realizing it.” www. I have a friend who talks loud and I find. they may laugh at you or get ticked at you. pitch.rapport. You’d look silly. Because you have this knowledge. tone and volume. it sounds silly. We speak at our own tempo. taking both of you out of rapport. after a while. pitch and volume. you are aware that this happens. SUMMARY R1 Rapport is the primary basis for all successful communication because it creates “A state of mutual trust and respect between two or more people. Watch some TV interviews. The difference is. Follow My Voice Does everyone in New York talk fast? Does everyone in the South talk slow? Of course not.

you create a picture of what it would look like. ➧ Matching the body is a powerful rapport technique. For instance. You talk fast and. 64 www. you often go back in your mind’s eye to recall a picture and. if one is not there. you can do this with your voice as well. use your hands to help show people what you are talking about. You take detailed notes and appear to be very quiet. And just like mirroring the body. As people talk. and shapes. You see in pictures. Auditory (hearing) people talk slower so they can hear their words. so long as you don’t mirror the other person exactly.com . ➧ Just like matching the body. You like to hear all of the facts and get the detailed information.unleashingthepowerofconsultativeselling. Kinesthetic (feeling) people appear relaxed and speak slowly with pauses in between phrases. people. colors. it sounds silly. You make decisions based on a gut feel. industry or trade associations. as compared to the rest of the group.➧ We generally get into rapport by finding out what we have in common. tones and sounds. hobbies and geographic location. ➧ We process information using our senses and generally favor one: Visuals (seeing) people need to see the whole picture. many times. if you do this exactly.

The top 20 percent know different. Ask the clients of the top sales performers and you will hear over and over again. I had to break in to give the client an opportunity to respond to a question or just talk to us. I always like to have an immediate feedback session with a member of my team after we have met with a client. purpose or outcome. The next observation was their poor listening skills. They know that listening is much more important. Their response would be all over the place. but it was difficult to get them to stop. so I proceed to ask: www. “Why are we here?” They would become like a deer in headlights … frozen. No question about it. Epictetus said. before we got to the client’s site. but the bottom line was – they had no specific plan.unleashingthepowerofconsultativeselling. “Nature gave men one tongue but two ears that we may hear twice as much as we speak. Eighty percent of salespeople have a false belief that talking is the key skill of their profession. they could talk. Sometimes.” Good advice then and good advice today. because of our limited time with them.com 65 .~ CHAPTER FIVE ~ Listening With A Purpose Nineteen centuries ago. I would turn to my salesperson and ask. this comment: “They listen to me.” My sales representatives would take me out on sales calls and.

➠ What did our client just tell us? ➠ What did we learn? ➠ What could I (you) do better next time? ➠ What did I (you) do well? This becomes an opportunity for coaching and reviewing our next steps. In designing the R5 communication model. informing you that you won! This famous person. 66 www. R2 is record. You only have 30 minutes with this person and will not get another chance. sports. Would you just show up? Or would you prepare in advance? I bet you would do your homework first to find out all you could. You would focus on what questions you would ask and perhaps think about what others might want to know. it became clear that listening with a purpose had to be included. or you might come up with a theme. or what is important to them. but are you ready to listen and for what? Imagine for a moment there was a contest to meet and interview a famous celebrity in business. movies.com . Listening more and talking less becomes a mantra. television. because you will be a guest on Oprah to talk about it. public office.unleashingthepowerofconsultativeselling. You have just been contacted. whom you admire. whomever it might be for you. has granted you an interview. and the metaphor I use is a tape recorder. How exciting would this be? But it is not over yet.

30 percent talking and 45 percent listening.unleashingthepowerofconsultativeselling. you sit down and place your tape recorder on the table. how are we taught? Did you learn to listen by being whacked on the back of the head www. The interview is a success! Here is what you would not do: ✔ Take up most of the 30 minutes with you talking ✔ Interrupt them ✔ Answer their questions before they did ✔ Pause the tape recorder so you could talk about yourself Or would you? Why Don’t We Listen? According to a study taken at UCLA. based on the response. you ask other questions. If listening is so important. push play. and record.Would you rehearse and practice the questions or would you just show up. Why do that? In preparing for the Oprah show. Why would you do this? So you can recall what was said because you do not want to miss anything important. people spend 9 percent of their time writing. You ask your insightful questions and.com 67 . you will again want to prepare. keep your head down. During the interview. and read from your papers? The big moment has arrived and you make sure to bring your tape recorder to the interview. 16 percent reading.

Let’s take a moment to recall what we learned in R1 Rapport with “Common Sense Language. where he wanted to hear it and I wanted to show him. What are the Rules for Listening? We all have ways or processes we go through in helping us in our decision making.unleashingthepowerofconsultativeselling. Are you curious to discover what rules you use? To find out. The interesting thing about our rules is that we are the only ones who know what they are. These are the rules we use to judge ourselves and others. What do you need to do to increase your chances of success in your job? ____________________________________________________ ____________________________________________________ ____________________________________________________ ____________________________________________________ ____________________________________________________ ____________________________________________________ ____________________________________________________ ____________________________________________________ ____________________________________________________ 68 www.com .with a ruler by Sister Teresa in grade school? Or did you get some formal training in “How to listen”? If you did. answer the following question: A. it was not in school.” Remember my client meeting.

unleashingthepowerofconsultativeselling. have goals B . For example: A .Be focused and have goals B .Same. For example: A .com 69 .Not sure B . have goals B .Not my problem 3) ■ A has no answer and B has an answer. 1) ■ A is answered and B is the same. For example: A . For example: A .Be focused.Be focused and have goals 4) ■ A is answered and B is answered with a different response. www.Now answer this question: B.Everyone is different and they need to come up with their own answers. What does someone else doing the same job need to do to increase their chances of success? ____________________________________________________ ____________________________________________________ ____________________________________________________ ____________________________________________________ ____________________________________________________ ____________________________________________________ ____________________________________________________ ____________________________________________________ ____________________________________________________ How did you answer the questions? Check the box that applies. focused and have goals.Be focused. 2) ■ A has an answer and B does not.

they often see both sides. If you checked number 2 this is: my rules for me.com .unleashingthepowerofconsultativeselling. because you are comparing it to your rules. They have rules for themselves. Most of the population follows my rules for me. Here are the characteristics of each type: If you checked number 1. “If I were you. So what are you really saying? If I were you. your rules for you. you end up making a judgment about what is being communicated. but can tell you what the rules are for others. If you argue a point with these folks. experience. this is: my rules for me are my rules for you. this is: no rules for me. but they are not. but do not think it is right to load up their rules on anyone else.” What does that mean? If I were you. I would have to do it the way I do it. If you have this pattern. You are the type of person who will say. beliefs. my rules for you. I bet you are thinking these are mean people. my rules for you pattern. etc. they simply don’t care about the other person. Oftentimes. I would do that the way I do it. don’t have rules for you. If you checked number 3. They have no rules for themselves. I would do it this way. these are the people who get stuck. because of my upbringing. 70 www. Number 4 is: my rules for me.Your answer reflects the rules you follow that influence how you behave.

They are no longer in rapport and no longer are they listening to the message or intent. so I can tell you what you need to do.com Yes___ No___ Yes___ No___ Yes___ No___ Yes___ No___ Yes___ No___ Yes___ No___ Yes___ No___ 71 .” These are just a few examples of what might be going on in their head.My/My people might say to their selves. 1. Do you spend more time talking than listening? 2. Do you come up with a response in your head before they finish speaking? 3. Do you ask so many questions. Are you eager to talk about your solution? 4. Do you make a judgment about what is said before the speaker has finished? www. the client or prospect does not have time to think and answer them? 7. Do you daydream while your prospect or client is talking? 5.unleashingthepowerofconsultativeselling. Do you jump in and finish their questions? 6. “Why are you telling me this?” “How could you not know?” “Shut up. Are You A Good Listener? How do you rate? Take the following quiz to find out.

Do you spend more time talking than listening? You speak the language you feel most comfortable with. If your client makes one of these statements. I did not understand how strongly you felt about that. This is what miscommunication is all about. Do you frequently interrupt? 10.unleashingthepowerofconsultativeselling. Are you quick to provide advice even when not asked? Yes___ No___ Yes___ No___ Yes___ No___ Add up your Yes’s and No’s to review how you did. Are you missing (the) communication? Following is information about each question from “Are you a good listener?” 1 . What happens if two people are speaking in different languages? Stuff is coming out of your mouth but the intent is missed. It is the language in which you take in and process information. If you have 8 or more No’s – congratulations. I never saw any of that in our meetings. You are an excellent listener.8. Do you answer a question with a question? 9. which one would you record and which one would not even register? 72 www. I told you this was important to my company.com .

“How many pictures of you racing can you have?” “Never enough.” But. those are the responses I get in my workshops.” “Raise your hands if you think other people talk to their selves?” “Well. isn’t this interesting. still talking to my self I said. taken to an extreme. and. I even have arguments with my self. because it is like little patches of glory.” “I do not see many hands out there.Do you come up with a response in your head before they finish speaking? “How many of you talk to yourself?” “Raise your hand if you do. 2 . “You work hard. How did you answer the questions? Guess what? We all talk to our selves and it is okay.” When I ask these questions.We communicate to each other in different languages without realizing it. we all do it. look at these pictures of me passing other cars – how cool is that.com 73 . But the truth is. “Wende is going to have a fit if I buy another picture. “Oh. After every race. it can be. Somewhere along the way. Here is what happened afterwards.” I answered. I race as a hobby. yes.unleashingthepowerofconsultativeselling. I will give you an example of an argument I had with my self not too long ago. I get to see my accomplishments (don’t forget I am visual). No wonder it becomes difficult to really get the intent of what is being communicated. talking to yourself got to be a bad thing and. you all do. www. My wife once asked. they have pictures for sale.” Then I told my self.

go ahead. but I told myself. Maybe we are working on deciding what we are going to have for lunch or what we need to do to get ready for that pipeline review meeting with our manager. Wende said.Do you daydream while your prospect or client is talking? This is what can happen during a conversation. it has you passing some cars. yes. 3 .unleashingthepowerofconsultativeselling. I bought it and. We can hear words coming from the other person. but don’t catch their meaning.” Recall a time when you had some struggle of what to do next or how to approach something. buy it and. 4 . “You look cool. No.you deserve it. not with other people … the conversation in our head. like your brain is on cruise control as you wait for your client to take a breath so you can jump in. guess what. we have a great conversation with our self. because they are not using our language. We might hear every other word or only bits of a sentence. “I can’t believe you bought another picture of you in your car. It happens automatically. “look.Are you eager to talk about your solution? Many times this happens because the salesperson has been conditioned to believe that they must get their canned pitch said as quickly as possible. In other words.” “Wende.” She was not impressed. So we consider having a committee meeting. 74 www. but are no longer listening.com .” Well.” I pleaded. they’ve got me passing some cars. hey.

6 .com 75 . We know more about what people need than they do and we give our advice freely.5 .unleashingthepowerofconsultativeselling. so we tell them. . but this could be the reason your prospect never calls you back. Salespeople fail to recognize the steps needed to get into rapport and what to do to fix it once it is broken. We hate for the other person to pause. so we know what we would do if faced with the same problem . www.Do you jump in and finish their questions? We sometimes put on our magic turban and become mind readers. We will mind read what others are thinking and tell them the answer. We finish someone’s thoughts and even interrupt to show you how good we are. before the speaker has finished? Remember the rules you have for yourself and the rules you have for others? Most of us have a MY/MY pattern. 7 . Rapport has broken down.Do you make a judgment about what is said. Many of us do this and never realize it is going on. the salesperson is not paying attention to what is happening with the person they are communicating with. the client or prospect does not have time to think and answer them? When doing this. but we have adjusted. .Do you ask so many questions. because we will just have another committee meeting.

10 . and shape of obstacles without seeing or touching them. size. you must have your senses tuned up a notch and be aware of the person or people you are talking to. Interestingly.Do you frequently interrupt? We know exactly what they should do and we are losing our patience listening to them go on and on.Are you quick to provide advice. “What do cat whiskers have to do with listening?” Lots! To be totally in a record mode. Cats use messages from their whiskers to sense the presence.unleashingthepowerofconsultativeselling.8 .com . This type of thinking will set up the situation of not giving your client an opportunity to let you know their problem. you are asking. it fails to get to us to the next step. Rarely do your clients or prospects trust this type of exchange. because you are in a judgment mode. whiskers also help cats smell odors. even when not asked? This leads to you offering a solution before knowing what the problem is and the type of results your client is after. most times. Getting into listening mode A cat’s whiskers are extremely sensitive. Okay. as they are closely connected to their nervous system. Whiskers give cats extraordinarily detailed information about their surroundings. 76 www. 9 .Do you answer a question with a question? Many of us have been taught that this can be an effective technique but.

“We set up another meeting.com 77 . First. Do not take so many notes that you are looking at your pad more than at your client. ask a different question or find out how they feel about your discussion.” I would ask. “How will you know if the outcome was met?” Many times my sales staff would come back and report they had a “good meeting. “What is the next step?” They might say. ask for permission first. Just be aware of it. because it shows.” “To do what?” Rarely would I ever receive a good answer to my last question. but please do not make this a chore. Match the voice and body. Here are the steps: Why am I here? There are two questions you must answer.R2 Record You as a tape recorder is the metaphor used to get you in an interview state with your client or prospect. Test your assumption to see if you are right. “What is your outcome for having this meeting?” Second. www. Take Notes Before you take out your pad and pen. Rapport Listen and observe the body to find out which language or channel the other person prefers.unleashingthepowerofconsultativeselling. If not.

You can always go back to it later and use a my/your pattern. during the time you are meeting.My rules for me/ your rules for you If you have a my/my pattern. 78 www.com . ✔ Do your homework ✔ Be interested ✔ Be respectful ✔ Be in rapport SUMMARY ➧ Listening is more important than talking.unleashingthepowerofconsultativeselling. Push Record Metaphorically think of yourself as pushing a record button and be interested in the same way as you would be with the famous celebrity. ➧ Take notes. speak to them using their language. ➧ Have an outcome for the conversation. This allows you. to listen to what they are intending with their communication. ➧ Nearly match their voice and body. In the next chapter. your rules are for you frame. Test it and once you know it. we explore the kinds of questions to ask. ➧ Use a my rules are for me. ➧ Listen for the channel or language pattern they use. suspend judgments.

” If you want to really understand how to improve your sales efforts. In conducting loss reviews with prospects and clients.” ➧ “They proposed the wrong solution. then. are you able to develop an “S” for solution. then “R” for result.” ➧ “The cost was way over our budget. or an outside firm.~ CHAPTER SIX ~ Getting to the Problem Solution is defined as “the successful action of solving a problem. then it is vital for you. here are some examples of the customer’s version of why a company loses the contract: ➧ “They missed the target. we will focus on R3 Release.” So far. Once you know both of these. even though I told them what we could spend before they submitted their proposal.unleashingthepowerofconsultativeselling.” www. and only then. In this chapter.com 79 . “Getting to the Problem. to conduct a loss review with your prospect or client.” Sales Mapping defines it this way: First comes “P” for problem. we have covered R1 Rapport and R2 Record of the R5 Communication model. Learn from it and make the changes necessary.” ➧ “They did not understand the problem.

” ➧ “They didn’t tell me that was important.” ➧ “I never even knew they had an internal group that could do the work.” ➧ “Nobody said that was needed.” ➧ “The price was too high.” 80 www.” ➧ “I thought we were going to win.” ➧ ”The results we wanted were not even addressed.” ➧ “I misread who the real decision maker was.” ➧ “The salesperson did not understand the requirements.unleashingthepowerofconsultativeselling.” ➧ “The salesperson was too pushy.” ➧ “I did not know our competitor was in there trying to get the business.com .” What do salespeople say when they lose? Here are some examples: ➧ “We were outsold.” ➧ “Nobody told me how they would award the contract.” ➧ “I was never shown or told that.” ➧ “The salesperson did not do his homework.” ➧ “We could do the job with our own people for less money and in a shorter timeframe.➧ “What they showed us was not what they proposed.

com 81 . www.unleashingthepowerofconsultativeselling. I am getting there. but it is exactly what happens with a sales win! If I sum up what I have heard from clients who have bought. “Okay Rich. What we have here is a communication success. this is what they told me: ➧ “They understood my problem. This is not a famous quote from any movie. The more interviewing I do with clients. and this is what we have in our sample of responses. and proposed a solution that would get the results my company wanted. prospects and salespeople.➧ “There must have been a communication problem inside their organization. the more I can connect it back to communication problems. you have a stranglehold on the obvious.” The sales team that worked on the win summed it up this way: ➧ “We understood what the client wanted and we developed a solution to get them where they wanted to be.” Of course. beginning with the next section. I’m saying to myself.” ➧ “It was not my fault. because my contact liked me.” “What we have here is a failure to communicate” is the famous line from the movie Cool Hand Luke. so what do you do about it?” Well.

He called in his four vice presidents and asked them what their goals for the company were for the next 5 to 10 years. The competition is stiff. A vice president said. sir. we are going to sell holes. 82 www. “Now that I’ve taken over. People don’t want to buy drills. That company developed lasers long before anyone else was even thinking about the technology of drilling and cutting with light.unleashingthepowerofconsultativeselling.Why Do People Buy? What are the three things a buyer must have? 1 “Want” to buy I read the story of a new president who took over a company that manufactured drill bits. we’re looking at new shapes and sizes for our drills. and wonderful things began to happen in that corporation. and we’ve got to come up with new and better products to stay competitive. That president understood why the company existed and what the customers needed. Everyone else was still thinking about “drills”.” The company was successful under the new president because they began to think of other high-tech ways of creating holes. I have news for you: We are no longer going to sell drills.” Then the new president dropped a bombshell. and he took the initiative.com . “Well. they want to buy products that make holes for them.

They would limp along with yellow sticky notes all over the computer screen. How bad has it gotten? Whatever the problem is.unleashingthepowerofconsultativeselling. The line staff would complain to the management team about the system and the loss of productivity.com 83 . When does a company or individual decide they want to make a change? At what point will they decide enough is enough? It will take some event to trigger us into taking action. In my days of selling big-ticket software. Let me illustrate what I heard from people who became motivated to make a change. The notes were the steps to do something manually because the current system could not perform the function. My point…I have to have a problem that needs fixing. The managers would bring the problems and complaints to the executive team. I don’t want one.No matter how hard someone tries to sell me a drill. They would hire part-time help to perform a function to avoid the expense and time of paying for software modifications. Salespeople would point to the system deficiencies as getting in the way of closing new business and hurting the www. we must be motivated enough that we decide we need to solve or fix it. each of the clients held on as long as they could with outdated systems. if I don’t have a need for holes.

when meeting an organization in a consultative role. I have been told when consulting: “We are glad you are here. time and expenses necessary to install a new system. They would mention the additional staff hired to compensate for the problems. ultimately. they became motivated. depending on the current business situation. but eventually would be cut.com .” Overnight. management and line staff are happy to tell you their problems because they live with them everyday. and every year it made the first rounds. they were a more attractive employer because of their system. maybe now the executives will hear what we have been telling them all along. because they were investing and spending their money in other areas.existing clients. happier clients. Competition! Competition came into their territory with a newer system that could provide the same service for less money.” It is not that executives do not want to make changes but. tough 84 www. The executives would listen politely and tell them they could not afford it right then. Every year at budget time they would add the cost. better turnarounds and. Not to mention. Guess what the company executives said: “We need a new system. Was the system problem new news? Often.unleashingthepowerofconsultativeselling. This happened for many years in a row until something happened.

it is not a problem. Is this because information about a healthy lifestyle has been kept a secret from men? Of course not! But until it happens to you. 2 “Way” to buy I once worked for the President of a company who would ask us when we submitted a budget request. stop smoking and begin exercising? You know the answer… after their first heart attack.” If we got past the first step. “If this were your own personal money.choices have to be made.unleashingthepowerofconsultativeselling. but what about a nonbusiness? When do men begin to eat right. yet. Generally. They have been there. That was a business example. then his next questions were. and you are not motivated to change. and making changes is not the easiest of decisions. got the T-shirt. would you consider it a good investment?” “What kind of return would you get?” “At least show me a return I would get from a bank. it is not always a choice – it is more a dilemma. Bottom Line: When we want change. we become motivated to fix the problem. done that.com 85 . “How long will it take?” “Do we have inside resources to do this?” “What is the impact to our operations if we do this?” “What departments will be impacted by this initiative?” www.

then he would ask: “What will happen if we decide to hold off until next year?” “What is the impact to our business and clients if we don’t do this now?” ”Is there an alternative we can implement that will cost less?” “Can our people do this?” The questions are good ones.If we could answer these questions. they resist the changes needed to ensure 86 www.unleashingthepowerofconsultativeselling.com . it really is what the payoff is in terms of: ✔ Results (WIIFM) ✔ Knowledge ✔ Skills ✔ Fiscal ✔ Other support Bottom Line: We must be motivated to change and then have a way to succeed with the resources necessary to accomplish the goal. Yes. 3 “Will” to make it work Change is hard. When I work with a sales team implementing the Sales Mapping system. because the message was demonstrating a Return on Investment and a Return on Information. but that does not make it any easier. we all know that change happens. The way to buy is more than dollars and cents.

unleashingthepowerofconsultativeselling. Bottom Line: You must be motivated to change. Resistance happens and the question becomes. just as the name implies. It is all about breaking out of the comfort zone. if not. bumps in the road will appear. or see how this will help them. The comfort zone. have the resources to get it done. and the support and will to reach the goal. or pay attention to the results they will get. success is yours. as this sinks in. Any change has a set of concerns and rewards. It is not that they do not understand. is like being on cruise control. projects. You must be willing to break out of your comfort zone if you want to have any chance of succeeding. www.com 87 . how can you ask your clients to?” After a few moments. it never comes up again. as well as the company’s. I remind sales teams of these facts: “Are you not in the business of asking your clients to make major changes? If you are unwilling to make a change. goals and objectives are subject to setbacks and changes from the original intent or failure.their own personal goals. not only do they agree with me. along the way. Change begets change and. “Do you have the will to overcome the bumps and the support needed to get the objective met?” If you do.

Concerns facing a business are: ➻ What services or products do our clients need? ➻ What new trend is coming that will impact my base? ➻ What new threats do we need to be aware of? ➻ What companies are entering into my marketplace? ➻ What keeps my clients up at night? ➻ What new products or services can we bring to our clients? ➻ What do our competitors have that we do not? This abbreviated list brings to light a few of the many challenges facing a business today.unleashingthepowerofconsultativeselling. ■ Client retention and acquisition How can I keep the clients I have and get new ones? Clients are the life support system for a business and this question is discussed in meeting rooms around the world.com .” 88 www.The three things needed to buy are: WANT WAY WILL Let’s explore the three fundamental business objectives a company has. Bottom Line: Remember it gets back to one thing: “The only purpose of the business is to get and keep clients.

and cash comes from a simple formula. If you make a profit and get paid in a reasonable timeframe! Congratulations. If you do not receive cash from your clients on a timely basis. you must be using the Sales Mapping System or you figured a system out on your own and want to improve on an already successful business. If revenue is greater than expenses. They are getting the threatening phone calls from suppliers. or sign commission checks with revenue! It takes cash. The heat is on to get clients and cut back on expenses. make payroll. because they need it. www.■ Profitability You cannot pay your bills. A. you have a loss. Yeah! You are doing a great job and probably are looking at ways to increase your numbers. Life at your organization is not fun. you have a profit. B. Profitability is pretty simple to explain… very difficult to maintain. Bottom Line: Companies want to make money. D. you have a cash problem. C. If expenses are greater than revenue.unleashingthepowerofconsultativeselling. who are getting ready to cut the company off if they do not get paid soon.com 89 . Hug your CFO. Sorry to hear the news.

unleashingthepowerofconsultativeselling.com . calendar. digital camera and other tools into a single device. email. Why? Because it allows you to be more productive. 90 www.” Bottom Line: Businesses want to save money. in today’s selling environment.■ Productivity “Time is money” is a true statement. cell phone. leaving more time to spend with existing or new clients and ultimately bring in more business. sales force automation programs. • Snail mail versus overnight delivery • Snail mail versus email • Office phone versus cell phone • Desktop PC versus laptop • Desktop PC email versus wireless PDA • 35 mm camera with film versus digital camera I used these examples because. Your clients are looking for the same thing – ways to increase their productivity in supporting the basic mission of the business: “Getting and keeping clients. it is pretty common to see salespeople with a handheld device that combines wireless. Look at the some of the examples we use everyday.

After having a heart attack. get close to fist fighting in meetings. or maybe the experience scared you into living. you may change your lifestyle because you want to live longer.unleashingthepowerofconsultativeselling. People are sometimes making career-make or careerbreak decisions. There has to be a personal or emotional payoff. gain feedback on a job well done. Raises.com 91 . took months to implement and involved training hundreds of people to use. Maybe you want to see your children grow up. It is important to understand what the personal issues are and the problems facing the individuals. eliminate problems. We all like to reach goals. There is some “skin in the game. bonuses. promotions.Personal WIIFM – “What’s In It For Me?” – an old saying with a strong meaning. and it is your skin. charged with making a buying recommendation to the executive team. It is part of human nature. What would happen if you headed up a team chosen to select an accounting system replacement that cost millions. and stock options are all examples of types of personal payoff. I have seen committees. Emotions can and will play into the buying process. or just know that we accomplished the objective. and it is a failure? What would happen if it exceeded everyone’s expectations? You stand to gain or lose personally.” as the saying goes. www. recognition.

” Is this enough information to solve your problem? Hardly. 92 www. more information is needed.Troubleshooting I want to take you through a hypothetical situation.. then: ✔ The next task is given and you answer the same question until the problem is fixed. The representative will ask you to perform a task with the following question. you can live with it. you realize how important it is to have your PC working. What happens if you can’t get to your email or send out proposals due the next day? It just keeps getting worse. ✔ The application you are having problems with. ✔ Whether or not you are running other programs at the same time. “What happened?” You tell them and they make a suggestion. While it is annoying. ✔ The length of time you have had these problems.com . If this does not solve the problem.unleashingthepowerofconsultativeselling. Let’s say that an application running on your computer develops a problem. “What is the problem?” You reply.. for example: ✔ The kind of computer. your computer finally quits. “My computer is not working. You need your computer to work. Being in sales. You call the help desk and the representative says. Until one day.

This process is called an algorithm. Some of you who are computer-programming savvy are wondering if I am talking about the same thing that is used in developing software designs. Yes, I am. An algorithm is “A set of instructions or procedures for solving a problem.”

Let’s review what happened with this situation:
The problem with the application had been there for a while, but it was not bad enough to fix it sooner. It was annoying, but we could still get the job done. That is, until it stopped working. Now we quickly became motivated to get the problem fixed. Why do we want to get it fixed? It is vital to be able to communicate with clients and to get proposals out to your client on time. Problem, motivation to get it fixed, productivity, and personal, all exist. We then talk to an expert who did not start off with selling a solution but asked for the problem. Was “My application doesn’t work” enough information to provide a solution? How did the representative get to the problem? It took an algorithm “A set of instructions or procedures for solving a problem.”
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Just the facts - Developing a Problem Statement
Defining the problem is probably the most difficult phase of the Sales Mapping system. This phase is the one most overlooked by salespeople and not enough time is dedicated to ensure the problem is clearly defined and understood. Get the problem right and you will succeed in understanding the first part of consultative selling and getting a happy client. Sales Mapping uses an algorithm in working with your client to get to a problem statement. Algorithms are stepby-step processes with decision points, giving you options as you complete the worksheet. The parts of the “Sales Mapping Problem Statement Worksheet” are: 1) What problems are you (organization, company,

department) having?
You would think that you would get the answer to the question, but you usually do not! What you do get is the solution or answer to the problem. Let me explain with some examples of what you might hear when you ask what the problem is.

“We need a new system”
This is the answer, not the problem.
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“We need teamwork”
This is the answer, not the problem.

“We need more sales”
This is the answer, not the problem.

“We need to save money”
This is the answer, not the problem.

“We need sales training”
This is the answer, not the problem. This happens because the client has been so close to the problem, they actually know what they need. I was given the best question to ask when this happens. It came from Shelle Rose Charvet, an exceptional trainer and mentor. Her company is named Success Strategies and she is discussed in chapter three of this book. Here is what Shelle said to ask: “So what problem will (the word your client used) solve?” Get ready to start taking notes because they will start telling you the problems. 2) Who else is impacted by this problem? It is not unusual for a problem to overlap with other problems. “Follow the money” is one of the phrases we often hear and, in this case, it’s “Follow the problem.” Follow the problem the same way the technical representative did in locating the source of the problem in our hypothetical PC application problem.
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Often, people within the company have conflicting answers to the problem. Sales are lost because salespeople fail to find out all of the problems in all of the areas. Think back in your own experiences to what caused you a problem because the other department had not fixed their problem. What happens if the Sales Force Automation tool is not working correctly and you are unable to update your forecast? a. The problem is in the software, and the information technology (IT) department is working with the vendor to get it fixed. Meanwhile; b. Because you are unable to get your update done, the sales manger cannot get the forecast to the regional sales VP. c. The regional sales VP cannot get the forecast update to the CEO. d. The CEO cannot update the board. e. The Chairman of the Board says, “Unacceptable, we need a forecast.” f. The President goes back down the chain asking for an update, even if has to be compiled manually. Finally it gets back to you to stop whatever you are doing so you can get the forecast submitted. You get the idea. The problem may be the software, but this is causing problems for different people in different areas and this is impacting productivity, etc.
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5) How long have you had the problem? This could reveal an unwillingness to allocate resources or the lack of a “Way” or the “Will” to get it fixed.unleashingthepowerofconsultativeselling. You must also determine how this problem impacts the delivery of their service or product to their client.com 97 . you may not have an opportunity. 6) What will happen if this problem continues? How bad is it going to have to get? The question is: “Has the event occurred that has motivated the person or organization to change?” Are they ready to take action? 7) What have you already done to solve the problem? If the company with the problem has not exhausted their resources.Why is this important? A complex sale can be defined by “How many yes’s” and by “whom will it take to close the business?” 3) How does this problem impact your customer? Find out how each of these problems impact the service or product you deliver to your client. People will have different ideas on what the problem is and this also www. 4) What caused or contributed to this problem? Find out as much as you can about the source of the problem.

Creating the problem statement Failure comes from the problem being poorly defined and lacking specifics. The above list is not suggested to be complete. delivering the wrong solution. How many ways can you solve a problem? Depends on how many people you talked to.reflects on how they attempt to solve it.com . Until you get a problem statement and your client agrees with your assessment. and spending the client’s money.unleashingthepowerofconsultativeselling. but it should be added to your specific list. 8) Are we fixing the right problem? Ask this question: “Is there anything we have not discussed that could become an obstacle?” I almost always get information about the problem that turns out to be vital in understanding the scope of the problem. 98 www. Begin developing the problem statement with the following template. Bottom Line: Unhappy clients do not get you references or more clients. without getting the core problem fixed. Knowing what has already been tried helps in developing a solution. you could be solving the wrong problem.

If the problem continues.com 99 . this will happen: _______________________________________. www. this problem has already limited us from getting ____________________________ _______________________________________. ✔ Way to succeed by having the resources committed to the objectives. In fact. ✔ Will to get over obstacles put in the way of achieving the goals. SUMMARY Buyers must have a: ✔ Want to buy because they are motivated to taking action.The problem we are having is _____________ __________________________ and this causes these problems __________________________ ________________________________________ for ____________________________________. Only when your client agrees with this statement. are you able to move on to the next step.unleashingthepowerofconsultativeselling.

✔ Keep their clients. first they must: ✔ Accept that change is difficult.Businesses are looking to: ✔ Get more clients.com . ✔ Spend the time to get to the source of the problem.unleashingthepowerofconsultativeselling. but it has a personal payoff. ✔ Realize that. it is not right. But. ✔ Make money. until the client agrees with the problem statement. ✔ Save money. ✔ Be more productive. 100 www.

~ CHAPTER SEVEN ~ Getting to the Results In Chapter Six. know that I am solving the problem or meeting the requirement? This is answered with the development of a test plan that is given to the programmer so they can make sure the program will meet each function as they develop the program code. why it is needed. R for Results and S for Solution. we learned a Sales Mapping formula – P + R = S . How could a software architect design a program without completely understanding the results the user desires? They wouldn’t.Result. Part of the requirement’s analysis phase is to document the end result meaning. and how it is known that the results will solve the problem. P for Problem. Is there a like process in sales? Unfortunately. It provides the evidence needed.unleashingthepowerofconsultativeselling. “What will the software do?” How do you know if the design will meet the results? Before the designer provides the specifications to the programmer who is building the software code. as the programmer. so everyone involved is 100 percent in agreement of what is needed. an important component is needed. What will this program do? How will I. it is left www. we will focus on getting to the R . In this chapter.com 101 .

102 www. we have two distinct avenues to pursue: 1. it is a hallucination.unleashingthepowerofconsultativeselling.com . as opposed to the party line.up to the individual salesperson. Here is how the “What” works: A. What specifically do you want instead of (use the name of the problem)? When you ask this question. it generally gives the person permission to answer with their expectations. Simply take the problem statement worksheet and ask the opposite questions. “What” are the expected results? 2. What is the point of proposing a solution if you do not know the problem and the result? We can learn the problem by following the Sales Mapping method and. Salespeople tell me that in order to win: “We need to discount our price to x amount of dollars.” I ask one question “How do you know?” Number One answer – they don’t. Unless the buyer has told you.” “We need to deliver these additional services. to get the results.” or “We need to throw that service in for nothing. “How” will you know? This may be one of the easiest parts of the system to learn. Many fail to document the end result in detail and do not know how the client will measure success.

until now. As soon as you open the box. one-page document with pictures and numbered steps to follow. if anything.com 103 . C. It is an easy way to get your new PC up and running. what else will change or improve? This is the carrot and stick of how people are motivated.B. had not been discussed. but why would you want to do that? www. get your client’s specific needs met. D. You could go to the documentation and read about 20 pages or so to get to the same result. When you get the results you want. which we will review in this chapter. How will you know that you have achieved the results? This question will give you their critical success factors. if not dealt with. Did you know you have a built-in algorithm in your brain for making decisions? A good example of an algorithm comes with your new PC.unleashingthepowerofconsultativeselling. will be at risk by getting these results? This question may raise a roadblock that could get in the way. The next area we are going to move into is the “How” and what you will learn to shorten the sales cycle. What. I am surprised when I sometimes get important metrics that. you will find a poster size. and develop the right action plans.

if anyone. a decision is made.com . If you have observed a software designer or have worked with them. is needed to make the buying decision? Would the information from the answers to these questions be beneficial to you and your client? The answer is yes! Let me show you how this works by asking: “How did you decide to buy this book?” 104 www. It takes you through a process flow and you come to decision points.unleashingthepowerofconsultativeselling. you already know they ask a lot of questions.This one-page. It works just like a decision tree would. especially when. if you were designing a program to solve a particular problem. you are instructed to go to the previous step. what if I told you. They need to understand the process flow. Our decision-making process has multiple aspects and. step-by-step instructional sheet with pictures is an algorithm. you can find out what you need to know: • What is important to you in making a decision and in priority order? • Are you motivated by the stick or carrot? • Why is this decision important to you? • Who else. The decision point asks: Did you complete this step and get the results? If you did not. and under what conditions. there is a way to get to them all? With the use of the following questions.

Please review the two answers and select one of them in answering the question: “Why did you buy this book?” A. Check the box: ■ A ■ B Please review the next two answers and select one of them in answering the question: “Why did you buy this book?” C.com 105 . Or B. Check the box: ■ C ■ D Please review the next two answers and select one of them in answering the question: “Why did you buy this book?” E. Other people told me about the book and that is why I bought it. Because this book give alternatives or options to include in the way I sell. Check the box: ■ E ■ F www. I felt the information contained in this book would help me obtain my goals.There are three sets of answers and you should pick one from each set. Or D.unleashingthepowerofconsultativeselling. I believed the information in this book would help me get away from some problems I had in the past or might potentially have in the future. The answers will provide you with “How” you made a decision when buying this book. Or F. Because this book gives detailed steps in the consultative selling process. I just knew this was the right book for me.

Does this make sense to you? Does the explanation fit? Is this how you come up with other like decisions? 106 www. Externals can be overly concerned with what others will think. Option people like being innovative and trying alternative ways of accomplishing the objectives. There is always a better way and you like finding it. C.Now discover your decision tree algorithm for buying this book: A. You want to obtain goals and objectives. B. D. The stick motivates you because you want to move away from pain or possible pain. If there is a procedure to follow … you follow it. Feedback from other people helps you in the decision-making process. You just know when a decision is right.com .unleashingthepowerofconsultativeselling. E. F. You like to follow the rules. Internal people rely on their own internal criteria and focus on what they want. You are the kind of person who is motivated by the Carrot and move towards pleasure and possibility. “Away from” people want to eliminate and avoid problems from happening.

He told me.” I replied. There is more to the story. or (F) people gave you feedback or you read a review with a recommendation that this was a good book. “I want to get away from the same problem we have been having every month. “I showed you how my company will solve your problems.Circle your preferences in the following statements to better understand your decision-making algorithm for buying this book: I bought this book to: (A) help me achieve my goals. or (D) it gave me some options to use. you read the story about the client I was presenting to. This is why I want you to explain how this noise will go away. I. It was a good purchase because: (E) you knew this was information you wanted.” www. wanted to show him the answer. Because it gave me: (C) procedures and steps to follow.unleashingthepowerofconsultativeselling. or (B) get away from problems I have been having. being a visual.com 107 . who was auditory and wanted to hear an answer. achieve improved productivity and even help you launch that new service to your customers sooner than planned. In Chapter Four.

Client. why don’t I speak to my management team and call you with our answer in a few days?” Mr.” He replied: “That is a generous offer. just cannot understand what the hang-up is. I just know that this is the right choice for your company…” My client is an external because he wants feedback and I.unleashingthepowerofconsultativeselling. “Mr. I will discount the service by 25%. In fact. but I still do not feel comfortable with committing us without talking it over first. I continue with my close.My client is an away from. So. I am. no matter how many options (my preferred mode) I offer him.” “Mr. because you have the authority. “Rich that sounds good. Client. the internal. He wants to get rid of the noise and I am showing him how to obtain goals and get even more done! The story continues. I will reduce our support and maintenance agreement by 25% and waive you having to pay it for one year. so that we are all in agreement. because that is how we always follow our major decision process. while I am a towards person.com . but I am still not sure. to sweeten it up. My client said to me. but I like to get feedback from my management team and hear what they have to say. “You are the decision maker right?” His answer was. Client. 108 www. “Yes. Client is following his procedure.” I am ready now and here comes the close. “Mr. if you give me a letter of Intent today.” I said.

we will earn the trust of the investors.” “Why are the new product initiatives important?” “Because. Results Statement Sales Mapping combines the “What” with the “How.“ “And what do you get with the trust of the investors?” “We get the profit sharing for the staff. we ask: What specifically do you want instead of (use the name problem)? When you get the answer. this is their criteria.” Here is what happened: We were able to get this client a specific criterion by priority and their critical success factors. for example: “I want to grow the company and improve the bottom line. because this was before my Sales Mapping days. Is this person moving away (stick) from a problem or towards a goal (carrot)? The Carrot! www. it will put us in the position of being able to afford our new product initiatives.” “What is more important to you – to grow the company or improve the bottom line?” “Improving the bottom line.” “Why is improving the bottom line important?” “Because.unleashingthepowerofconsultativeselling.com 109 .Did I get the deal? No.” Now when we meet with the client. The most important things to them.

how did you know it was a good decision?” The answer might be: “I got feedback. complaining about our time to deliver.” Sometimes new information is revealed that gives you some additional metrics or problems that haven’t been discussed. you must use their language when communicating with them.” (internal). 110 www. The same applies here.5%. but how they make the decisions.com . auditory or kinesthetic). We learned that.” (external).unleashingthepowerofconsultativeselling. I believe the number of calls we get. will be reduced. what else will change or improve?” “Well. or. A question you must ask is: “When you made similar buying decisions in the past. “I just knew. We have not only discovered what is important to your client. Once you discover their decision-making process.” “How will you know you have achieved the results?” “We will see our sales revenue increase by 20% and our margins rise to over 22. you must talk in their language (visual. with common sense language.” We get specific metrics that our client already knows must be realized. if they are to hit their goals.Repeat the same questions for “Grow the Company. once you discover a person’s preference. “When you get the results you want.

✔ Once you have the pattern. meeting their criteria.com 111 . you must use their pattern in communicating with them.unleashingthepowerofconsultativeselling. away from. ask the opposite questions from the problem statement. procedures. SUMMARY ✔ To get to the “What”. options. ✔ The decision-making processes include toward. www. internal and external.Your job now is to provide a solution that gives your client the specific results. ✔ We have different algorithms depending on the situation. ✔ We all have a decision-making algorithm.

unleashingthepowerofconsultativeselling.com .112 www.

etc. etc.com 113 . training. they may belong in components. If they are hardware-related. we expanded our questioning to uncover all of the problems they were causing in all of the areas of the organization. we discovered “What” results our client wanted for each problem. Next. If the problems are software-related. We also found out their customer’s and their customer’s customer problems. www. Now we can determine the S (solution) in the Sales Mapping formula. It is the process flow for meeting the client’s requirements. We also found out “How” they would know and the metrics they would use to measure them. When we worked with our client to determine the specific problems they were having. Depending on your product or offering. you will want to sort the problems into logical workgroups that will match how you deliver your service or product. they might be sorted by subsystem. implementation.unleashingthepowerofconsultativeselling. manufacturing. distribution.~ CHAPTER EIGHT ~ Meet Me at the Solution Gap We have the P (problem) and the R (result). A problem statement was completed and tested with the client to verify agreement.

The problem was both the past and the present. they know.Past. Meet me at the “Gap” The question for the salesperson and the delivery team is: “How do we get from today to tomorrow?” Your client wants results and will evaluate your proposal. when we ask. all too well. even though it is not there yet. The result is in the future. it was still there that day. what they want instead. 114 www. I believe this because. “What is the problem you are having?” we get the answer or solution. They can tell you exactly what the result should be. We found out how long they had it. Present and Future The problem was determined from information about the past. Because they have been dealing with the problem. The gap between the two is where you and your team will spend your time mapping your answer. but in their mind’s eye it is. Welcome to the gap. contingent on how you intend to give them the results they already know they want. what they had done in the past to fix it.unleashingthepowerofconsultativeselling. and how it happened or was created.com . the reality was. not the problem. The problem may have been there for some time but. It is not real.

No. No. Partial . Partial List your Your The clients solution results your problem client expects Your score The metric your client will use Your score Problem . No.List the specific problem and. Partial . Yes. What . Yes. Partial How Yes.This is where you list the service or product you believe will meet your client’s needs.This is where you will list “How” your client will know this will be a success. Gap . No.How did you score? Did you meet the requirement? Did you not meet it? Or did you have a partial answer? www.This is what the client told you they wanted.unleashingthepowerofconsultativeselling.com 115 .How did you score? Did you meet the requirement? Did you not meet it? Or did you have a partial answer? How .Develop your worksheet with the following headings: Problem Gap What Yes. since you will be hearing it from multiple sources. it is important to complete this analysis for each person or department or customer’s customer.

Name of the company. but the objective is to satisfy the Sales Mapping formula P+R=S (Problem plus Result equals Solution).com . Weakness . by priority. Strength . and where. they are weak. How do you do that? Prepare a gap analysis.Now review your worksheet and you will have an honest evaluation of the areas where you are strong and weak. The next step is to prepare a gap analysis summary sheet: Ranking Company Strength Weakness Comment Ranking .With what. Comment . firm or.Who best satisfies P+R=S for the client. they are strong. and where. followed by a list of the next highest to the lowest. if internal. What will the competition do? You must find out who else will be competing for the same business and rank. Company .With what. 116 www. as if you were working for your competitor company.List information that you think is important to know and what they might do to strengthen their weakness. whom you believe will be the strongest. the group name.unleashingthepowerofconsultativeselling. The analysis that takes place next can go in many directions.

I recall working with a company that had lost a contract and wanted to learn why they had failed. ➧ A meeting has been set up. They provided computer hardware as a reseller and had added value services such as training. because they like me. My all-time favorite from a salesperson was: “We will win. support and maintenance.The questions involved in this analysis are: 1. How do we use the competition’s weakness in our favor? 4.” This may be true. How do we overcome our weakness? 3. ➧ They must need what we have. Can we compete? 2. How do we bring our strengths to the attention of the buyer? 5. ➧ We are the best fit. How do we compete against our competitor’s strengths? The big question comes next: What will our strategy be? Ask a salesperson: “What is your strategy to win?” And you will get answers like: ➧ We must have the lowest price.unleashingthepowerofconsultativeselling.com 117 . and www. but there are other things to consider.

software applications. The company had been in business for five years with annual revenues of $15 million and had great customer references. I reviewed their strategy, which emphasized their commitment to customer satisfaction. I knew that getting new hardware to their clients was important, especially getting equipment repaired and back into the field quickly. They talked up their two regional depots in the southeast and stressed how the people there were all trained experts. I reviewed the presentations and executive summary in their proposal and picked up on a theme, which highlighted their position as leaders in the computer hardware and maintenance business. They pointed out that, with offices throughout the United States, they were clearly qualified to handle a national account . So, who was their competition and who won? IBM did. IBM had an office located in every city where the client had an office, including remote areas. They presented the client with a list of the IBM manager’s name and address at each corresponding location. IBM offered to pick up and deliver the broken hardware. In fact, they supplied loaners, so the company could keep downtime to a minimum. The company who lost the bid had requested that the client ship the hardware. Once repaired, they would return it via overnight delivery. The list goes on, but this is clearly what happened: a
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$15-million-dollar regional company was going up against a multi-billion-dollar international company, who clearly was the leader. IBM satisfied the P+R=S formula. If you read the regional company’s proposal, you never would have felt they were a smaller player. In fact, you would have believed they were the industry giant, not IBM.

This strategy is what I call:
Big, Bad and Bold
We are the Biggest, Baddest and Boldest in the land; we are the market leader. The rest of you are trying to figure out how to take business from us. Most salespeople subscribe to this strategy, even when they are not the leader. It is a head-to-head competition that usually cannot be won. This is exactly what happened to the regional company I was working with, because they did not develop a tactic. Instead, they portrayed themselves as the industry leader, when they were not and IBM was. I bet during the entire time they met with their client, the client’s strategic plan was never brought out to show the problem they were having. Let’s go back to the formula, P+R=S. The problem is not strategic. It is specific with a cause and effect. The result is tactical and, without it, we lose a competitive advantage. Strategies maintain the competitive advantage.
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It always amazes me to walk into a business convention exhibition hall and see all the vendors with a sign with the tag line, “THE INDUSTRY LEADER.” How can all of them be the industry leader? Do people buy from companies other than the real industry leader? Of course they do. Why? Because it is the company that meets P+R=S in the best way. Let’s talk strategy so we can understand how to use this misunderstood buzzword. At one time, if you were hungry in New York and did not want to go out to dinner, but wanted a pizza delivered to your home, this was not a problem. You would open the phone book, look under pizza, and find several options for take-out. So, you would call, order your pizza and ask, “How long will it be before it is delivered?” They would answer, “You will get it in about an hour or so.” This being, if you were lucky. When it arrived, it might have been cold and soggy, but this was the way it was. Until one day, someone looked at this problem. They reasoned: It takes a long time to get a pizza delivered and, when it does show up, it is cold. What if I could deliver a pizza sooner? Maybe within 30 minutes – and hot – or it is free. Domino’s Pizza is birthed and not because their pizza is better. It simply solves the problem and delivers the result. This is not strategic – it is tactical. From the tactic comes the strategy. Domino’s strategy is to “dominate pizza home delivery.”
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Let’s look at strategy in a business setting. Customers have choices. They have lots of choices between you and all of your competitors. You are competing for them to think of you first, not any of the other companies. Why are you different from all the rest? How will you solve the client’s problem, get the results and, indirectly or directly, get the personal payoff (what’s-

in-it-for-me WIIFM.)
Salespeople view the strategy as winning the deal and having a signed contract. Let me ask you, “How does this help your client?” Is this strategy working? Your focus must be on how you will get the results they want, measured by the way they told you they wanted them. If you focus your attention on doing this, your chances of getting a signed contract and happy client will increase significantly.

TACTICS How Do I get my client to think of me first?
After completing the competitive gap analysis, you find yourself in one of the following positions: A. You really are the market leader. B. You are the strongest answer in many areas where your competitors are not. C. You have some of what your client needs and your competitor has the rest.
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You will be offering a better product or service in the coming months. but you did find some chinks in their armor. frequent flyer programs did not begin in a garage. What is an example of changing the game? American Airlines launched a preemptive strike on the competition when it introduced the airline industry’s first frequent flyer program. You must change the way the game is being played. can solve the problem. clearly.com . Unlike modern myths of popular pastimes. except one thing – successful. when the 122 www. nor were they a dot-com wonder. While the company is good. but not when your proposal is due. aren’t anything they started out to be.unleashingthepowerofconsultativeselling. The fact is. frequent flyer programs. while celebrating their 20th Anniversary on May 1. The roots of these programs can be traced back to 1979. they are not the best in all areas. get the result and meet the metrics established by the client. The Tactic is “Big Bad and Bold” You are the market leader and. 2001. They weren’t scribbled out on a napkin in Bob Crandall’s kitchen. B. The Tactic is “Change the Game” You cannot go up against the leader because of their strength.D. Here are the tactics and the positions for each: A.

They came to the conclusion that frequent travelers would not likely feel rewarded by a special fare. They were having great success with the promotion. because most business travelers would not have www. banks were offering toasters and electric blankets to their best established customers and to new customers opening accounts. At that time.unleashingthepowerofconsultativeselling. At the time. Hawaii was a symbolic destination. the Marketing Plans group agreed that a free trip would mean a lot more to a frequent traveler. was purchased. first class was a relative unknown for the frequent traveler. Of course. The advertising agency’s idea was to offer American’s best customers a special “loyalty fare”. at even the lowest fare. After some ideas were kicked around at American. The idea was then defined to pursue a concept that offered a frequent traveler the equivalent of a free first-class trip to Hawaii from any domestic point. which offered up a conclusion that a loyalty fare would likely be matched by any other airline and American would likely lose some revenue from decreased yield.advertising agency for American Airlines proposed that American do something special for its best customers. movie stars and VIP’s solely occupied this space. Typically. if it included a deal for a companion and a first class upgrade. They were supported in their conclusion by the Pricing Department at American Airlines.com 123 . with a free upgrade for any companion for whom a ticket.

com . then partnering or teaming may be a very strong option. while offering opportunities to further expand outside the airline industry. British Airways used its extensive reservations network for “piggybacking”. the automated tracking of member mileage and monthly statements. rather than none? 124 www. After all. The airline frequent flyer plans have captured their own separate identities since their inception 20 years ago. isn’t it better to walk out with some revenue. The feature providing the clear advantage (no pun intended) was AAdvantage Frequent Traveler. In addition to sales of airline tickets. How much revenue does this bring in? Estimates are as high as $800 million for American Airlines! C. British Airways introduced hotel booking through their system and most other carriers eventually followed suit. resulting in profitable partnerships that contribute to airline revenues. These moves fundamentally changed the way business was done in the airline and banking industries and raised the barriers to entry.unleashingthepowerofconsultativeselling.traveled there on business and would find it an attractive incentive to fly American Airlines. The Tactic is “Let’s Team up…Partner” If your competitor’s weakness is your strength and your weakness is your competitor’s strength.

but you could be for buying elsewhere. they underestimated the impact of the program. you must select one of these tactics to satisfy the clients P+R=S. When American launched the program with their base of loyal flyers. some time ago. The tactic was free trips. American Airlines wanted to reward their best flyers because these flyers represented significant revenue to the company.unleashingthepowerofconsultativeselling. The idea is to stall if you have a solution soon to be introduced. but did follow with the best version soon after the competition. The strategy was to keep customers loyal to American Airlines and avoid having them use a competitor’s airline. www.D. They did not anticipate attracting a significant amount of additional new customers who wanted to earn free trips. The Tactic is “Wait” It was said. than take a chance with a start-up or small company that did not have the prestige and track record of IBM. Based on what your analysis is. IBM had such a reputation for quality. IBM didn’t always have the latest and greatest first.com 125 . education and support that it was better to wait for their product. and your strategy will come from this. Putting tactics to work After choosing the tactic. that you were never fired for buying IBM. you must build other tactics to make it happen.

unleashingthepowerofconsultativeselling. and you would lose the opportunity to let him know why your company is uniquely positioned to solve this problem. in more detail. who is working on developing a proposal for the big project their company is working on. 126 www. In this case. “So.USP (no. What if you were walking down the hallway with your prospective client and you ran into the CEO. but you are told his calendar has no available time. you want that invitation into the CEO’s office for the opportunity to review. Your prospect introduces you as the salesperson with Xyz Company. “Really?” the CEO says. not what comes in a brown truck) You have asked for some time to make a presentation to the CEO. why your solution is the best. Sales Mapping requires that you develop a Unique Selling Proposition or USP for each proposal.com . Your USP is a headline and the purpose of the headline is to read the next line. tell me how you are going to solve this for us?” • What would you say? • Would you go into a lengthy explanation? • Would you ask for that half-hour or hour appointment? • Would you say it was a great question and you had your best people working on it? More than likely you would start going into an answer that is too lengthy or too detailed.

how this will be measured and what your solution is. this problem has already limited us from getting ____________________________ _______________________________________.” we uncovered the “What” – the specifics of what they want – and the “How” of getting them what they want.com 127 . www. “Getting to the Result. you want them to think of your USP. When they think of the project. so it will forever stick in the client’s mind. If the problem continues. You want to develop your USP to include the problem.unleashingthepowerofconsultativeselling.How do you develop your USP? Easy! Remember the problem statement from Chapter Six –– Getting to the Problem? The problem we are having is _____________ __________________________ and this causes these problems __________________________ ________________________________________ for ____________________________________. it should. If this sounds familiar. the expected result. because it goes back to P + R = S . In Chapter Seven. It has to be short and powerful. this will happen: _______________________________________. In fact.

What we will do is: Change the way the game is played by creating a program to reward our loyal customers with a free trip.unleashingthepowerofconsultativeselling. because they will start traveling with other airlines. This is causing you not to get: Keeping “Loyal” customers.com .The construction of the USP is to take what we have already collected and present it in the following way. Success will be measured by: The number of extra trips the program will generate. We are at risk of losing a significant part of what is now our steady revenue stream from our best customers. including a deal for a companion and a first class upgrade. The problem is: (insert the specific problems) This is causing you not to get: (insert the expected result) What we will do is: (insert your tactic/solution) Success will be measured by: (insert their criteria) If American Airlines had developed a USP. 128 www. it might have looked like this back in 1979: The problem is: The deregulation of airfares has created extremely competitive ticket pricing.

2) You know the results they want. proposals. Use this USP in your presentations.unleashingthepowerofconsultativeselling. per year. Stretch minimum .“Stretch” is the term used to describe how many extra trips the program will generate. Stretch Actual .All costs of the initial program would be covered if each traveler in the program took one-quarter of an extra trip per year.” www. “I trust you. The key is to develop your USP as early as possible and review it with your client. and every time you converse with the client. 3) You have an answer that gets the results for them. they can say. in other words. Now is not the time to follow my rules for me are my rules for you. Why? Because it separates you from the pack. rather. 4) They can feel comfortable knowing they are making the right choice. Clients want to know that: 1) You understand their unique problem.”Stretch” actually was six extra trips on American Airlines per traveler.com 129 . if your client thinks it is right. The test is not to determine if you think it is right but.

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~ CHAPTER NINE ~

Sales Project Management
You might be wondering why project management is included in the selling process. You are not alone! However, this is one of the most overlooked functions by nearly all sales systems and organizations. If I had to point to a major significant factor in the success or failure of sales consistency … this would be it. Project management, in some form, is part of our daily lives. Scheduling your vacation, buying a new car, planning a birthday party, and launching new products are just a few examples. Most every organization has a version of a sales status meeting. Generally, the purpose is to review each deal in the pipeline, which in turn is used to forecast revenue (usually in a best- and worst-case scenario). Some items discussed are: 1. Where the organization is in the sales cycle for the deals expected to close soon. 2. The status of what is being worked on next. 3. The steps being taken to keep the pipeline full. The salesperson is updating the manager verbally or in some type of report with the following:
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• The status of the steps being taken. • What is needed to close the deal. • Status of the deliverable (examples are proposal, reference checking, presentations, contracts, key meetings). • A guess at the percentage of winning. • The decision date when the buyer will make their announcement of who wins. • What steps are to be taken that week or for the next event. • Suspecting or prospecting activity update. What makes a project a project? ✔ A limited timeframe. ✔ Definite beginning and end. It is not a continuous process. ✔ Produces a unique deliverable. ✔ Frequently needs resources on an add-on basis, as opposed to organizations that have full-time positions. ✔ Ending is determined by specific criteria. The Sales Mapping system, at its core, is describing and teaching the skills needed to perform within a sales project management frame.
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There are three main points that are most important to a successful project: 1. A sales project must meet client requirements. 2. A sales project must be under budget (cost of sales). 3. A sales project must be on time. The role of the sales project manager in project management is one of great responsibility. It is the sales project manager’s job to direct and supervise the project from beginning to end. Here are some other roles: 1. The sales project manager must define the project, reduce the project to a set of manageable tasks, obtain appropriate and necessary resources, and build a team or teams to perform the project work. 2. The sales project manager must set the final goal for the project and must motivate his team to complete the project on time. 3. A sales project manager must have many skills, overseeing or directly performing financial planning, executing contract management, and managing creative thinking and problem-solving techniques. 4. No sales project ever goes 100% as planned, so sales project managers must learn to adapt to change.

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In what areas would the sales project manager be using these processes?
• Understanding the problem. • Finding out the requirements. • Developing a statement of work. • Leading a team to develop the solution. • Preparing the schedule for delivering the service or product. • Directing the team in preparing a proposal. • Estimating the cost, then the price. There are many things that can go wrong with sales project management. Here are some possible barriers: 1. Poor Communication - Many times a project may fail because the project team does not know exactly what to get done or what’s already been done. 2. Disagreement. 3. Failure to comply with standards and regulations. 4. Inclement weather. 5. Personality conflicts. 6. Poor management. 7. Poorly defined project goals. What has been learned after thousands of sales projects is that the time spent up front in defining needs, understanding the results and getting the solution right, produces successful projects.
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We will examine them briefly in terms of their implications with respect to the sales project manager's duties. They’ll also ask: “Are you about to hand me a deliverable that meets my needs and is operable and maintainable?” If not.com 135 .The customer’s greatest concern is: “Did you get my needs and requirements right?” If not. www. we can summarize the core activities of project management as: ■ Scope the Project ■ Identify Project Activities ■ Estimate Activity Duration ■ Determine Resource Requirements ■ Construct and Analyze the Project Network ■ Recruit and Organize the Project Team ■ Level Project Resources ■ Schedule and Document Work Packages ■ Monitor and Control Progress ■ Close Out the Project These activities are necessary for adequate sales project management.unleashingthepowerofconsultativeselling. then what you have been doing on the sales project these past few months? The Core Activities of Sales Project Management According to the life cycle of a sale. then the proposed solution is a waste of time.

” This gives the project purpose by defining the final deliverable or outcome. as what it is not. Having a problem or an opportunity statement that is recognized as a truth gives a foundation on which to build a rationale for the project and sets the priority with which upper management can view what follows. so that all may know what is to be accomplished. ✗ Define Sales Project Objectives Objectives are defined as the filling-in-the-gap between the problems and the results. Scoping a project implies the following activities: ✗ State the Problem The sales project manager has to make a statement of fact about a truth within the organization.■ SCOPE THE PROJECT Scoping a project implies finding its limits. ✗ Establish the Sales Project Goal A project has one goal and that is to “Satisfy the Client. but according to all of its dimensions. The gap analysis is presented. 136 www. It is as much determining what the project is.unleashingthepowerofconsultativeselling. ✗ State the Results The importance of developing sound and understandable conditions of satisfaction cannot be understated. including your tactic of choice. not only in terms of the work to be accomplished.com .

The list of tasks required to complete a project is obtained by breaking down the project task into smaller pieces.com 137 . The criteria provided by the client will be used as the measurement. ✗ List Assumptions. risks. when appropriate. In addition.✗ Identify Success Criteria The client’s business value is the main justification. The key point is that each client’s success criterion must be measurable in order to determine contractual compliance.unleashingthepowerofconsultativeselling. along with your selected tactics. Listing the assumptions. ■ IDENTIFY PROJECT ACTIVITIES A sales project activity is an important part of the work to be accomplished for attaining the project goal. Risks and Obstacles: Sales projects can be somewhat risky and their business values justify the associated risk-taking. the success criteria of a sales project can be thought of as a set of measures of successful completion. It is also beneficial to communicate this list to your client. The competitive gap analysis. Identifying project activities implies the following: www. are additional measurement items. and obstacles gives the sales project manager a tool that alerts upper management of any factor that might impede the success of the project.

✗ Break Down Work Structure The work breakdown structure is the tool to use to perform the project task in smaller bite-size pieces. determine the resources. A key person leaves the organization. or the preparing of a proposal are essentially similar. A good question to ask is: When do we stop breaking down activities into smaller ones? The answer…When you can no longer break it down. some of the initial budget is lost. ■ ESTIMATE ACTIVITY DURATION Estimating activity duration is probably one of the greatest challenges for the sales project manager. 138 www.com .unleashingthepowerofconsultativeselling. This is a very short list of the things that can unexpectedly go wrong. a business process. ✗ Unexpected Events Life is full of surprises and so are sales projects. we take it apart into smaller tasks along functional lines. and resources have been redirected due to a change in priorities. When the WBS is performed for a project. etc. We have to prepare for them. ✗ Breaking the work into smaller and logical pieces: The work breakdown structure and the functional parts of a computer system. as there is yet to be a sales project that did not run into potentially serious difficulties. It allows the sales project manager to plan and schedule the work.

then some work has to be thrown away. will arise. heading straight to disaster. and everything else associated with poor planning. We discover additional client requirements that we did not know before. even though we should have. ✗ I can name that estimate in … Not using proven estimation techniques is a disaster in the making. within budget and within schedule. The use of poor estimation techniques. will raise its head mid-course. www. Pay me now or pay me later can be the result of poor scope. or even losing your own job. Sometimes the task is the wrong choice. ✗ Poor Planning Planning is an activity most people are tempted to avoid.unleashingthepowerofconsultativeselling. because the team will soon find out and any trust will be lost. Any unrealistic estimation will destroy the business case along the way and problems like reduction of support. Miscommunication Planning is just planning. If headed in the wrong direction.com 139 . Phony deadlines imposed by the sales project manager only fuel the problem.✗ Mistakes. or a new competitor comes into the picture. The success of a project rests on three parameters: within specification.

other variables. The sales project manager will assign resources to the project activities in such a way that the time-to-market or end deliverable date constraint can be satisfied. For instance. Various types of resources enter into play and they require different management techniques. such as cost. sizes.■ DETERMINE RESOURCE REQUIREMENTS The project type will guide the sales project manager in determining the resource requirements. People come in various shapes.com . not much can get done. Without people. Obviously.unleashingthepowerofconsultativeselling. The sales project manager has to take into account what kind and how much of these facilities are required by the project. The sales project manager’s task is to match as closely as possible the skill sets with the tasks. must have a certain degree of flexibility. ✗ Facilities: Projects happen in organizations and consume facilities. It may be a due date for a proposal or for products. colors and attitudes. Here is a non-exhaustive list of typical resources a project is likely to consume: ✗ People: This is the most important resource of all. More importantly. some projects are bound by a fixed amount of time. they come with different skill sets. This is called time to market. It is also the most diverse resource the sales project manager has to deal with. Availability is a 140 www.

In addition. everything can be reduced to this common denominator. The project network shows all activities.concern as it has an impact on schedule. Also. ■ CONSTRUCT AND ANALYZE THE PROJECT NETWORK The project network is probably the most powerful tool the sales project manager possesses when performing project management. their sequencing and dependencies. It is the sales project manager’s responsibility to acquire these resources for the project. The ingredients of a project network are: ✗ Tasks: The project tasks are represented by boxes containing the task name and a unique identifier. Businesses work in ways that make everything looks like dollars.com 141 . In fact. the task number should be reflective of the entry it is associated with in the charter of accounts. For example. only in rare cases can facilities be assigned to a single project. This identifier allows project team members to retrieve information about the task in the project notebook or project plan. ✗ Dependencies: Arrows represent dependencies between the tasks. ✗ Money: This is a key ingredient. in an appealing graphical manner. if an arrow starts at www. Usually. many projects compete for limited resources within the organization.unleashingthepowerofconsultativeselling.

such as effort. The project network allows the sales project manager to have a visual overview of a project and to test various scenarios 142 www.com .0 Person/Month. This metric could be expressed in Person/Month. ✗ Task Effort: A task metric. This is a typical finish-to-start relationship between tasks. ✗ Resource Assignments: Each task must have a list of resources attached to it.activity A and reaches activity B. a task may consume other types of resources and they also have to be attributed. Typically. then it should be completed in a month from start date. the task list and the task effort can be joined to compute the task’s effective duration. other tasks may not be influenced in the same way. this list will contain more than just people’s names. Generally. then activity A has to be completed before activity B can begin. Suppose a task has an effort rate of 3. is usually included with the task. In addition.unleashingthepowerofconsultativeselling. but variants of this measure do exist and are in use. While it is true that some tasks accelerate by adding more resources. obviously suggesting that the estimation is done when constructing the project network. this depends on the nature of the task. If three persons are assigned to the task. However.

ideally.unleashingthepowerofconsultativeselling.com 143 . The sales project manager and the teams should be part of the birth and final completion of a project. costs and specifications. this may include interviewing people and assessing their skill sets. this is rarely the case. Depending on the structure of the organization and the competition process between various projects. But again. a key person leaving a project can be devastating. Lag times are also easy to identify and provide the manager with some flexibility with the overall scheduling of the project. remain static. The project network is a central tool of project management. ■ RECRUIT AND ORGANIZE THE PROJECT TEAM Recruiting among a pool of resources is an activity the sales project manager must be at ease with. An important thing to realize is that the project will only be as successful as the sales project manager and the project team. However. Staff on a project should. Some turnover is expected among team members. but it does happen. any change in plans or unexpected delays can be immediately impacted on the project and assessed in terms of most probable outcomes. The project activities for which a delay implies a schedule slippage are easily identified as the activities on the critical path of the network. In addition.with respect to delivery dates. www. It is unexpected.

on time. while the contracted team members are those who will perform particular project tasks. We find the sales project managers. The typical project staff is divided into three categories. Ultimately.unleashingthepowerofconsultativeselling. The core team members are those who see the birth and death of the project.com . the sales project manager will look for skill set and task matches and also try to find the following qualities in people: ✔ Commitment ✔ Shared responsibility ✔ Flexible ✔ Task oriented ✔ Work within schedule and constraints ✔ Trust and mutual support ✔ Team oriented ✔ Open minded ✔ Work across structure and authorities ✔ Able to use project management tools 144 www. within budget and scope.The responsibilities of the sales project manager are very significant. the sales project manager bears the responsibility of failures and successes. In organizing the project team. the core teams and the contracted teams. They include all aspects of project success criteria completion: that is.

✗ Use of float: The lag time (if any) of an activity is also the cushion the sales project manager wants to keep as a reserve time for the unexpected. then decreased at the phase out.■ LEVEL PROJECT RESOURCES Resource leveling deals with management of the number of people working on the project with respect to time. ✗ Variable end dates: The earliest start (ES) and latest finish (LF) dates are your rock-hard parameters for an activity. other www. They also give you (usually. ■ SCHEDULE AND DOCUMENT WORK PACKAGES A work package is the actual brick from which the project is built.unleashingthepowerofconsultativeselling.com 145 . but within periods of times that may have voids between them. Ideally. It is an activity descriptor that underlines the tasks for activity completion. with different techniques or a combination of techniques. Leveling the resources can be done in various ways. start and end dates and. the number of people would remain constant for the planning phases and then be gradually increased up to its maximum during the project work phases. possibly. These are: ✗ Splitting activities: Lack of resources often forces the sales project manager to work with the actual activities by changing their attributes. but not as a general rule) some freedom. The splitting of activities is just this: A task is not worked on continuously.

unleashingthepowerofconsultativeselling. but we also want to detect any variance from the plan and act accordingly by adjusting the appropriate parameters (decision-making). the most convenient being those that strike a reasonable balance between the work and the observation of work. Of course. this is a very important role of the sales project manager.relevant information. The work package is usually formatted as an assignment sheet and can be tailored to facilitate progress reporting. ■ MONITOR AND CONTROL PROGRESS No doubt. There are various tools to choose from. Here is a list of some tools the manager may use: ✔ Status reports ✔ Variance reporting ✔ GANTT charts ✔ Milestone charts ✔ Cost schedule control (EVA) ✔ WBS-based report structure ✔ Review meetings 146 www. The scheduling of a work package is basically the scheduling of the corresponding activity within the project network. we want to track progress.com . The sales project manager is very interested in establishing an efficient progress tracking and reporting system. The actual purpose of control is two-fold.

then this is a must. Review the entire list of responsibilities of the sales project manager and determine which.unleashingthepowerofconsultativeselling. observing divergencies from the plan is only one part of the task. Win or Lose Win or lose. correct and get better. if not all. www. it is important to conduct a report with your client and team. One must find the causes for such events and correct the situation.Whatever the tools used. Master sales project management and you will not only win more sales and get the trust of the organization. but you will also get your client what they deserve – the best solution with the results they want. the point is for the sales project manager to have an accurate picture of reality versus the plan at all times. of these functions have to be done to successfully produce a sale. ■ CLOSE OUT THE PROJECT The most important aspect of a project close-out is client acceptance of deliverables. How does it happen? The client selects you and your company as the winner or loser.com 147 . In addition. If you wish to learn.

com .unleashingthepowerofconsultativeselling.148 www.

confident and interesting way does not come naturally to everyone.~ CHAPTER TEN ~ Present the Best and Outdo the Rest According to Microsoft ®. Public speaking is an easy way to set yourself apart from your competition.unleashingthepowerofconsultativeselling. They also form perceptions about your company. But your performance as a speaker is often used to make judgments on your overall ability to do your job. persuading your audience. Clients always remember the bad www. and getting your point across in a succinct. Delivering a successful presentation. 30 million Microsoft ® PowerPoint presentations take place every day. and a person who fumbles will leave a negative impression. The presenters who make a bad first impression lose credibility. as a salesperson. The Top Five Mistakes Salespeople Make Mistake #1: Attitude Audiences evaluate a presenter within the first 120 seconds of the presentation. presenting is a regular and integral part of your job. Remember. based on your performance. A confident person in front of a group gives off an air of competence. you want your client to think of you first. people form a perception about how competent you are by how you present yourself when you stand and speak. Right or wrong.com 149 . And.

The close allows you to tie up the presentation and spell out what you want your audience “to do”. ➠ If they are standing. ➠ Their appearance and dress is not appropriate If you aren't excited about the presentation. along with the good ones. which makes them the most effective! Mistake #2: No Planning If you don’t know your audience and what they should do at the end of your presentation. not at the audience.com . Closing your presentation is extremely important. ➠ They are looking at the screen. ➠ It feels like they don’t want to be there and are just going through the motions. they are addressing the wall and it is difficult to hear them. why should your audience be? Enthusiastic presenters are the ones we remember most. Here are some of the mistakes salespeople make: ➠ The salesperson is giving what is apparently the same presentation they have given over and over – and it shows! ➠ They are slouched in their chair because they don’t want to stand up and give their canned pitch. 150 www.presenters.unleashingthepowerofconsultativeselling. ➠ They are skipping over some of their slides because they do not apply to the client – so they say. there is no need for you to present. ➠ They seem bored and want to rush through it.

markets or pressures. print out a hard copy and edit.com 151 . Better yet.A weak close can kill a presentation. Mistake #3: Little or No Preparation The best presenters prepare for every presentation. if any. I have seen slides that fill the screen with text paragraphs. have someone else check it for you. Before you finalize the content.unleashingthepowerofconsultativeselling. The salesperson who spends little. Mistake #4: Word Presentations Visual aids are designed to reinforce the main points of your presentation. Those who prepare and practice are more successful in presenting their information and in anticipating audience reaction. Practice does make perfect! Many salespeople have not done their homework on the client or company. www. Poor grammar and misspelled words invalidate the purpose of your presentation and jeopardize your credibility. time working on a planned outcome does not have an answer to: “What do I want the client to do…next?” Knowing your objectives is the key to developing an effective presentation. Remember what word processing software is used for. and do not confuse Microsoft® PowerPoint for Microsoft® Word. They do not know or understand the client’s problems.

do so with a 45-degree angle. ➠ The only thing worse than using no gestures are using too many gestures. Annoying movements are also big distractions. or flipchart. they will not take you or your message seriously.unleashingthepowerofconsultativeselling. Use audience involvement to gain “buy-in”. ➠ If you don’t make eye contact with the audience.com . If you need to refer to a visual. for instance: ➠ Playing with jewelry ➠ Licking and/or biting your lips ➠ Constantly adjusting your glasses ➠ Popping the top of a pen ➠ Playing with facial hair (men) ➠ Playing with/twirling your hair (women) ➠ Jingling change in your pocket ➠ Leaning against anything for support Now that we have identified mistakes. whiteboard. let’s look at putting together a winning presentation. ➠ Don’t talk to the projector screen. ➠ “Ah” and “um” distract from a presentation’s content and make you seem unprepared. 152 www.Mistake #5: Disconnected from Audience The easiest way to turn off an audience is to keep them uninvolved.

let’s move forward.” “I think we need to go to the next step. you must decide beforehand what the result will be from your presentation.unleashingthepowerofconsultativeselling. Your choices for an outcome usually fall into the following categories: Communicate information or Motivate or persuade your audience to take some specific action. The result or outcome is decided first. There was good insight on the problem and the solution made sense.” Whatever the case.What do you want me to do? Imagine it is the week after your presentation and a key meeting is scheduled with your prospects or clients. What is our next step?” “Based on last week’s presentation.” “I think last week’s presentation has put your company in the lead for the contract.” “The presentation last week really hit home. www. as suggested at last week’s presentation. What do you want to say or do? What do you want them to say? “That was a very informative presentation that we heard last week.com 153 .

They start out with a background of the company.unleashingthepowerofconsultativeselling. schedule a meeting with the attendees beforehand. etc. you have already met with them to get a P+R=S worksheet completed. when it was formed.What I need (WIN) You know what your prospects are asking themselves as they head into the conference room. hopefully. organization charts. Here is the question to ask yourself after each 154 www. If this is not possible. Why are you in business? Rarely have I seen a salesperson tell their audience what problems they will fix or how they will fix them. collect information from someone else within the organization. “Do these guys understand what I need?” or “Is this going to be a waste of my time?” What I need (WIN) means “my rules for me and your rules for you” not “my rules for me are my rules for you. Payoff comes both personally and professionally and you need to understand both.” Here is what you need to find out and prepare for: ✔ Who is coming? You will need to know who will be attending and. products or services they sell. If you have not. locations.com . and it is important to understand their role and what the payoff is for them. ✔ WIIFM Each of the participants is there for a reason.

or is it software? Difficult to determine. So. This will set up the answer to the question your prospect has.” we want the audience to connect to you and your company.slide: “Why is this important?” If it doesn’t help you achieve your objectives.unleashingthepowerofconsultativeselling. Let them know what you will be talking about and what they will get as a result. Do they? Log onto their website and you will see two links: one is for products A through Z and the other is for services A through Z. Why you are here Determine the action step you want the client to take as a result of this presentation. www. you will prepare your company’s P+R=S statement. next. consulting. which is: “Are you qualified and do you have the experience to solve my problem?” Many companies do not take the time to prepare a USP for their own business so. PC’s. There are 233 entries for products and 335 entries for services. you might be thinking everyone knows what IBM does. get rid of it or change it. IBM has a total of 568 products or services to choose from. The prospect wants to know “What business problems do you solve?” and “How do you solve them?” If you are IBM.com 155 . isn’t it? Remember. what business are they in? Is it mainframe computers. just as we discussed “in rapport. e-commerce.

we are faced with presenting the invisible.” but say. confirmations. What is needed is evidence proof that you will not be making 156 www. “Imagine having a solution that absolutely will solve your problem. Now we are able to show the client how this will be done. because you understand the problem and engage them in confirming or providing additional insight.unleashingthepowerofconsultativeselling. you must establish yourself by presenting the problem. “Is this right?” You quickly gain credibility. but you have to convince them that you will be able to prove it. Always look for. and ask for. Do not say “your problem is.If you have been fortunate enough to be around a good keynote speaker. at the very beginning of their talk. Right in the beginning. “I believe your problem is…” and then ask. they will tell you what they are going to talk about and what benefits you will derive.com . It is important to show your tactic as part of the solution.” It has not happened yet. How will they know you solved the problem? Many times. you know that. Do you understand the problem? People do not want to waste their time in presentations. unless they benefit from it. It is like saying. as you know it. How will you solve the problem? We develop our solution by filling in the gap between the problem and the result.

com 157 . all of them will be showing up. and your tactic. Then. This is not as difficult as it seems.unleashingthepowerofconsultativeselling. give them your call to action. your company and your offering. This is the “How” from the getting to the results chapter. So what are you to do? You will need to talk in everyone’s language and think of yourself as the UN. which should be contained in your presentation. It shows your understanding. This is what you want them to think of when they think of you. This is your leave-behind. as we discover in the next step. A Call to Action Restate the opening and give them a recap of each of the items you covered and the benefits. What language are they speaking? Who is scheduled to show up? Are they visuals. kinesthetic? Are they motivated by the carrot or stick? Do they need feedback or do they just know when making decisions? More than likely.mistakes personally or professionally. What makes you different? “Why should I trust you?” would be another way of stating this question. your solution. How do you do that? You use the specific criteria you were given. All of the different channels and motivation triggers. auditory. www. Now is the time to utilize the USP that you developed specifically for them.

Pointing to the bottom left piece. Animation is good at the movies. but not for every slide.Graphics.unleashingthepowerofconsultativeselling. auditory. That is what word-processing applications. It is not meant to be a channel for written documents. but generally is distracting in a business presentation. How do we satisfy the visual. like Microsoft® Word. You can present some animation to make a point. “Imagine building a house without a blueprint and not knowing if you want three bedrooms or four? What kind of a house – two158 www. ✔ Slide Script (auditory): What are the pieces of a project? You need a foundation! The client needs to understand the requirements of what you want to do. Animation. are for. just as if you were using an overhead. and kinesthetic people in the audience? Following is a shortened version of how I present project management: ✔ Slide heading: What is required to have a successful project outcome? ✔ Slide Graphic: A jigsaw puzzle in pieces (visual). Words ~ Which ones do you use? Let’s establish right at the beginning that Microsoft ® PowerPoint is an aid in getting your message across.com .

story or ranch design? You wouldn’t do it. no change. “You need a project manager whose job is to get things done through other people. You would have no idea of the cost. freeing you up to get other things done (options). which I show later in the presentation to emphasize what needs to occur. “You need people.unleashingthepowerofconsultativeselling.” Pointing to the bottom right piece. It accomplishes your goal. where all the pieces come together” (procedure). more than anything. is a project plan. Slide Graphic: Jigsaw puzzle with the pieces together. Here comes the interesting part.” Transition to slide two: Slide Heading: Same. Slide Script: “What you need.” Pointing to the upper left-hand piece.” Pointing to the upper right.com 159 . not just any people. I have a copy of the slide with the jigsaw in pieces. Nothing is better than having a team work together and feeling that they have accomplished what they set out to do (kinesthetic). but those with specific skills. I point to each piece and ask what it represents and the audience will tell me. Project management is your insurance policy (away from) for getting the objective met. I do www. “You need to have a budget and a time frame.

very likely. “What did I just show you?” How many of them do you think remember all of the words … None.unleashingthepowerofconsultativeselling. but people have a picture in their mind. I see the slide on my laptop screen. They only have one gauge. each time I press a key to go to the next slide. I go to the next slide that says. as I stand at a 45-degree angle. Then I show the ones with graphics and their recall is amazing. If I point to something on the screen. just words. In my workshops. Rehearse and Record How well you do at the presentation. with the same points. or never hear from the client again. There is no reason for me to turn my back to the audience. I illustrate this by first having a slide without graphics. do you remember the slides or what they told you? Did they use slides with lots of words or did they have a graphic with a few words? Using a laptop. decides if you get to go to the next step. If you have ever heard a good speaker. my eyes are on the audience. The client or prospect has no idea of how good your product or service is or how many good people are back at the company making sure they produce high quality work.not have any identification on the pieces. get invited back. and that is you and how well you present with meaningful content. 160 www.com .

unleashingthepowerofconsultativeselling.com 161 . who are more critical than any client will ever be. Rehearse in front of your colleagues. Record it and listen to it. SUMMARY ✔ Preparation is a must ✔ Know the call to action before preparing the presentation ✔ Talk all languages ✔ More graphics. little or no animation ✔ Microsoft® PowerPoint is a visual aid and does not replace Microsoft® Word ✔ Rehearse is a must www. so rehearse your presentation.This will separate you from the rest.

com .162 www.unleashingthepowerofconsultativeselling.

and go to the financial section and enter the trade name.unleashingthepowerofconsultativeselling. www. click on for investors and listen to the last earnings report. etc. If the company is publicly traded. Read whatever information you find. Log on to Hoovers to find your competitors and research them in relation to size. Do a search on the Internet for the company and the executives you will be meeting. speaking engagements. new employees. so let’s put it in motion and go through a review of what to do before your next meeting. Do as much homework as you can before meeting with your client. or one of the other search engines. but. product introductions. Log into Yahoo. products and services. The company website can provide a wealth of information. understand their market. strengths. etc. if available. existing products. Read the message boards and find out as much as you can. read the 10k’s and annual reports. trade shows the company plans to attend. earnings announcements.com 163 .~ CHAPTER ELEVEN ~ Putting It All Together We have all of the ingredients for Sales Mapping. Read everything on the website. for sure. awards. Study their press releases on new customers.

During the interview you will ask: • “Why do you want to work here?” • “How can you help our company meet our goals?” • “How will your experience solve our problems?” It becomes apparent that the candidate really does not know what your company is doing or how they will be able to help your company. Why do this? Imagine you are the hiring manager for a key position in your company. one the company can depend on. moreover.” You ask the same questions you asked candidate A. However.com .unleashingthepowerofconsultativeselling. “Congratulations on your latest win with XYZ Company. You also might find potential problems or the results the company is looking for to get to their customers and market. It must have been gratifying to beat out your competitor. responsible for recommending the right person for the job. 164 www. help the company with its overall goals. candidate B tells you what they know about your company and how their experience and qualifications will meet your needs for the position and. Candidate B who is equally as qualified as candidate A walks in and says.Write down key information that will help you to get into rapport quickly at your meeting. Person A comes in for an interview and has the right background and qualifications but is not really prepared. WWW Company.

slacks and long-sleeved shirt without a tie for men. Be in a “my rules for me/your rules for you” state of mind. recent promotions. Before walking in to meet your client or prospect. improved stock price. sport jacket. slacks or skirt with a blouse for women.Who gets a recommendation for the next rounds of interviews or the job? Bottom Line: Prepare as if it were for an interview for a very important job… because it is.unleashingthepowerofconsultativeselling. be prepared: ➧ Have background notes on the company and individuals and a mental list of your key talking points. ➧ Outcome is the result you expect. for instance. for example: latest win. industry news impacting their business. ➧ Appearance is important and visual people take notice. ➧ Attitude shows. in other words: “Why are you there?” “What do you want to have happen as a result?” “A week later. what do you want them to say or do?” www. What should you wear if it is business casual? Always dress one notch above.com 165 . so get yourself into record mode.

Is there a whiteboard or easel board with pictures or notes? ➠ People who are kinesthetic or feeling will surround themselves with pictures of family and friends. ➠ Hearing or auditory people tend to keep a neat and orderly office. volume and pitch.Meeting Your Client Walking into someone’s office can give you a hint of their language: ➠ People who are visual will have stacks of papers. magazines. match their voice tone. speed. Perhaps they will have drawings from their children or grandchildren. as well as their words. hearing or feeling. to see if you have a match. ➠ Once you do speak to them in their language. but not exactly.com . ➠ Find out what you have in common. ➠ Test the language you think they might use and watch their body language.unleashingthepowerofconsultativeselling. Look for mementos. and folders. 166 www. ➠ Listen and note the words they are using: seeing. Get in rapport by matching them closely.

this includes their customers and their customers’ customers) How long have you had this problem? www. What is the specific problem? If you get the answer. begin to ask and fill out the information for the problem statement.com 167 . PROBLEM STATEMENT Ask the following questions to discover the core problem.The Interview While using their language and remaining in rapport. ask. “What problem will (name) solve?” What other problems is this causing and for whom? (remember.unleashingthepowerofconsultativeselling.

What have you already tried that did not work? Whose fault was it? What will happen if the problem continues? Once you have the answers to these questions. then you want to ask and record the following: RESULTS Taking the same problem.com .unleashingthepowerofconsultativeselling. find out the specific results that are required for success. What do you want instead? Hot Buttons – What is important? 168 www.

once you get what you need. goal Away From avoid.unleashingthepowerofconsultativeselling. problem Describe.com 169 . what will happen in the future. as if you were watching a video.How will you know when you get it? Evidence What results will you get? What else will change? Towards get. Criteria and metrics www. achieve.

and why is that important? Options alternatives. 170 www. this will happen: _______________________________________. In fact.unleashingthepowerofconsultativeselling. this problem has already limited us from getting ____________________________ _______________________________________. The problem we are having is _____________ __________________________ and this causes these problems __________________________ ________________________________________ for ____________________________________.Next we want to know: PROCESS What will getting (use their criteria) get you. gives criteria External when someone told me Next prepare a draft problem statement. gives a story DECISION How did you know you made a good decision when making a similar buy? Internal alternatives. If the problem continues. gives criteria Procedure did not choose.com .

SOLUTION Step 1 Fill in problem sections (hot buttons/criteria) and the results/metric section (hot buttons/criteria) the same way your competitors would. The same process for getting to the problem and the result has to be done with each person.Next. After collecting the information from your client. prepare a gap analysis. You must then take the information your client gave you and meet with every person affected by the problem. Step 3 Complete solution section. if appropriate). Problem Your Solution Result www. create a results statement and review it with your client.unleashingthepowerofconsultativeselling. Step 4 Complete solution maps the same way your competitor would.com 171 . You will know it is right when they tell you. Step 2 Make a copy pertaining to each competitor (including internal. The process must also include a crisp problem statement. mapping the problems to the results.

Company Big.unleashingthepowerofconsultativeselling. Bold Wait Partner Change the game Develop Your USP The problem is: (insert the specific problems) This is causing you not to get: (insert the expected result) What we will do is: (insert your tactic/solution) Success will be measured by: (insert their criteria) 172 www.com .Determine Your Tactics Review how you and your competitors measure up to solving the client’s problem. then determine their strategy and decide yours. Bad.

com 173 .Prepare Your Sales Project Plan ■ Scope the Project ■ Identify Project Activities ■ Estimate Activity Duration ■ Determine Resource Requirements ■ Construct and Analyze the Project Network ■ Recruit and Organize the Project Team ■ Level Project Resources ■ Schedule and Document Work Packages ■ Monitor and Control Progress ■ Close Out the Project Present Your Solution Prepare your P+R=S presentation ■ What do you want to have happen? ■ Who is coming? ■ Answer these questions for each attendee: • What is in it for me? • Why are you in business? • What is the problem? • How will you solve it? • How will I know? www.unleashingthepowerofconsultativeselling.

R5 Remember Each time you contact anyone. here is the final formula you must understand: V = R . You want to have an exchange where both of you are on the same channel. These two formulas will help you and your clients win! 174 www. it is important to refer to your worksheet.P Value equals Results minus Problems Clients will tell you they received value if the problem has been eliminated and they are getting the results they need and want. We learned the client’s tactics and strategy is number one over our own. Now. Value is one of those words that salespeople use very often but what does it mean? In the Sales Mapping system we learned: Problem + Result = Solution P + R = S We learned how important this is in winning business by meeting your clients’ needs. you must first be committed to giving great service or products for meeting their goals.com .unleashingthepowerofconsultativeselling. To attract great clients.

Create your solution in the gap 10. Decide your tactic 12. Push the record button 4. Deliver V = R .unleashingthepowerofconsultativeselling.SUMMARY 1. Check out your problem statement 8. Prepare for the meeting 3. Get to the problem 6.com 175 . What will your competition do? 11. Get the results 7.P www. Get and keep rapport 5. Do your homework 2. Create and test your USP 13. Check out your results statement 9. Present to win 14.

unleashingthepowerofconsultativeselling.176 www.com .

~ CHAPTER TWELVE ~ Make It Yours Remember “The Brady Bunch”? Robert Reed was the actor who played the dad on the hit series and his real-life daughter asked him. and show you on a map. What if I tell you. the easy and difficult paths and what to expect. along the way.unleashingthepowerofconsultativeselling. that takes longer–almost 120 minutes. “Why is he making a big deal about it? It is just a line on a piece a paper. www. you will have to hike over it. well.” It seems TV has conditioned us. “The map is not the territory.” If you want to reach a destination and. you face a mountain. because it insinuates that most of life’s problems can be solved in less than 30 minutes. Now.com 177 . I would like to tell you that. “Why don’t you act like the dad that you play on TV?” He replied. along with how best to get over them. But what if you have never seen or experienced a mountain range? You might say to yourself. But. you do not have to do a thing once you’ve loaded the program. if it is a really tough problem. until… you do it. “Because you don’t bring me a 23-minute problem. that is not true.” That is so. as we sit in the darkness of our local movie theater. just because you have read this book.

you can download a free document to help you create a plan and stick to it. The book is the map but. sign up for my ezine.Now. once you start to apply what you have learned. Develop a 30. 178 www.richgrehalva. Stop the tape! Why is it that we experience a seminar or listen to tapes or read a book and promise ourselves that come tomorrow we will be making changes – but we don’t? It is not because we do not want to. While you are there. “Why do it. The best way to make Sales Mapping yours is to break it down into smaller pieces. so you can continue to receive valuable tips and encouragement. I’ve gotten by and this will take work – forget it!” But here is what I want you to do … change the tape! I doubt if any of us have read a book on driving and the next day we drove a car. It takes time– small steps–repeating over and over what we have learned.com. I race cars and practice to get better. If you go to my web site www. before we become experts.120-day plan. but our own selftalk is harder.com . You tell yourself. because you need to drive and experience different conditions to get better. It’s called seat time.90. meaner and tougher than anyone would dare tell us. your experiences will lead you to success. you have felt the pain and the joy of hiking over a mountain and “the territory” (experience) becomes the map.unleashingthepowerofconsultativeselling.

com 179 . stick to it and get the rewards you deserve. www.unleashingthepowerofconsultativeselling. Thank you for buying my book and my wish for you is to get everything you want. because you deserve it.Make a plan.

unleashingthepowerofconsultativeselling.180 www.com .

sales. Inc.com . call us at 205 408-4256 or visit us at www. On-site customization to meet your company’s specific requirements To find out which way is best for you. Unleashing the Power of Consultative Selling is based on Sales Mapping “The Process of Connecting the Dots and Winning Customers for Life”® Training Workshops. and business people achieve both their professional and personal goals through powerful behavioral and planning strategies. 3. management leadership training and consultant services. E Learning classes are conducted throughout the year. Public workshops are scheduled in several cities throughout the year. meeting facilitators and motivational speakers. If you are interested in learning more about these powerful techniques and how you can reap the benefits of this system. we offer three options: 1.richgrehalva. 2. RGI is dedicated to helping managerial. innovative sales training seminars.About Richard Grehalva International.

R ichard Grehalva thoroughly prepares for your crucial meeting or conference by interviewing a number of Unleashing the Power of Consultative Selling can be ordered at www. Richard will empower your meeting participants with proven and effective tools for personal and professional “Breakthrough Success” And.com . as well as on “Technology Week” on CNN and CNBC. to . be it your keynote speaker or leader for a breakout (half-day) session. Richard's insights are detailed in handouts for later review and reinforcement. Whatever his role. as well as your industry dynamics.unleashingthepowerofconsultativeselling. ensure that your participants will retain what they hear and learn. His “Motivated to Action” motivational talks are popular among companies and groups worldwide. Richard has been a featured guest on MSNBC’s “Next Wave” hosted by Leonard Nimoy.Are you looking for a speaker? key individuals in your organization to determine the most appropriate motivators and actions that will support your organization's goals.richgrehalva. Call or email us today to schedule Richard for your next meeting or conference. His entertaining and inspiring speech will fully reflect your meeting theme.com or at www.

Written for professional salespeople. Sales Mapping combines the best business processes with the most effective peak performance techniques. a leading management consulting and training organization. President and CEO of Rich Grehalva International. Rich takes up-to-date communication technology. and applies it to understanding and selling to our customers– the way they want to be sold. Reading Unleashing the Power of Consultative Selling will lift you to a new level and empower you to: ➥ Understand the 5 myths that destroys sales ➥ Master the ability to identify how a buyer makes a decision ➥ Discover the 10 methods of establishing rapport ➥ Learn what questions to ask to get to your customer’s problem quickly and accurately ➥ Competitor-proof your business by picking one of four tactics ➥ Find out what motivates your buyer ➥ Develop a sales action plan that delivers results $9. sales and business people achieve their professional and personal goals through proven and powerful business. this book offers strategies that are easily and quickly incorporated into existing sales models. Unleashing the Power of Consultative Selling will revolutionize how you sell today. behavioral and communication strategies.95 Sales/Marketing ISBN: 0-9763818-1-8 Digital .ABOUT THE AUTHOR: Richard Grehalva. It is a gem for any salesperson determined to take consultative selling to a new level. is dedicated to helping managerial. Consultative Selling revolutionized the way we sell by focusing on understanding our customer’s needs. Based on the groundbreaking workshop: Sales Mapping: “The Process of Connecting the Dots and Winning Customers for Life”® In the 1980’s.

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